2012
This page left blank intentionally. City of Bryan Fiscal Year 2012 Annual Budget
Table of Contents
Transmittal Letter City Manager’s Transmittal Letter ...... i
Introduction Principal City Officials ...... 1 GFOA Distinguished FY2010 Budget Presentation Award ...... 2 Mission Statement & Strategic Initiatives ...... 3 Budget Calendar ...... 4 Organizational Chart ...... 5 Single Member (City Council) District Map ...... 6 Budget Introduction Document Key Elements ...... 7 Document Structure ...... 7 Financial Structure ...... 7 Fund Structure (Charts) ...... 8 Budget Basis of Presentation ...... 8 Basis of Accounting ...... 8 Balanced Budget ...... 9 Budget Process ...... 9 Financial Policies Legal Requirements for the Budget ...... 10 Fund Balance Overview ...... 10 Debt Policy Overview ...... 10 Investment Policy Overview ...... 14 Capitalization Policy Overview ...... 14
Budget Overview Budget Summary Budget Revenues ...... 15 Revenue Chart by Type ...... 16 Budget Appropriations ...... 16 Expenditures Chart by Category ...... 17 Summary of Revenue and Expenses for All Funds ...... 18 All Funds Summary ...... 19 Revenues – by Type ...... 20 Expenses – by Category ...... 21 Tax Rate and Estimated Assessed Valuation ...... 22 Net Assessed Property Value 2002-2011 (Graph) ...... 23 Property Tax Rate 2002-2011 (Graph) ...... 23 Summary of Authorized Positions ...... 24
General Fund General Fund Overview General Fund Description ...... 25 Fiscal Year 2012 Revenues ...... 25 Fiscal Year 2012 Expenditures ...... 25 General Fund Summary ...... 27 Summary of Revenues by Type ...... 28 Summary of Expenses by Department ...... 29 Executive Services ...... 30 Communications & Marketing ...... 32 Neighborhood – Youth Services ...... 34 Internal Audit...... 36 City Secretary ...... 38 Council Services ...... 40 Municipal Court ...... 42 Legal Services ...... 44 Non-Departmental Payments/Transfers ...... 46 Fiscal Services ...... 48
Information Technology ...... 52 Human Resources ...... 54 Engineering Services ...... 56 Streets & Drainage ...... 60 Traffic ...... 62 Fleet Administration ...... 64 Facilities Administration ...... 66 Police Services ...... 68 Fire & Emergency Operations Center ...... 72 Parks and Recreation ...... 74 Bryan – College Station Library Services ...... 78 Development Services ...... 82 Special Projects Administration ...... 86
Enterprise Funds Enterprise Funds Overview Fund Descriptions ...... 89 Enterprise Fund Revenues Graph ...... 93 Enterprise Fund Expenses Graph ...... 93 Water Fund ...... 94 Wastewater Fund...... 100 Solid Waste Fund ...... 106 Bryan Texas Utilities (BTU) Fund BTU City/QSE Summary of Revenues and Expenses ...... 112 BTU Rural Summary of Revenues and Expenses ...... 113 Bryan Commerce and Development Fund ...... 115 Airport Fund ...... 117
Internal Service Fund Internal Service Funds Overview Fund Descriptions ...... 119 Warehouse Fund ...... 122 Self Insurance Fund Review ...... 126 Employee Benefits Fund ...... 130 Equipment Replacement Fund ...... 132 Building and Facilities Maintenance Fund ...... 133
Special Revenue Funds Special Revenue Funds Overview Fund Descriptions ...... 135 Community Development Fund ...... 138 Hotel/Motel Tax Fund ...... 142 Oil and Gas Fund...... 143 Special Projects Fund ...... 144 Court Technology Fund ...... 145 Street Improvement Fund ...... 146 Drainage Fund ...... 147 Tax Increment Financing Zone #8-Park Hudson ...... 148 Tax Increment Financing Zone #10-Traditions ...... 149 Tax Increment Financing Zone #19-Nash Street ...... 150 Tax Increment Financing Zone #21-Downtown ...... 151 Tax Increment Financing Zone #22-Lauth Development ...... 152 Grant Fund ...... 153
Debt Service Fund Debt Service Fund Overview Fund Description...... 155 General Debt Service Summary of Revenues and Expenditures ...... 156 Debt Service Requirements ...... 157 Schedule of Outstanding General Debt Obligations ...... 158
Capital Projects Fund Capital Projects Fund Overview Fund Description...... 159 Summary of Operating Capital Outlay ...... 160 General Government Capital Improvement Projects ...... 161 Water Capital Improvement Projects ...... 163 Wastewater Capital Improvement Projects ...... 165 BTU-City/QSE Capital Improvement Projects ...... 167 BTU-Rural Capital Improvement Projects ...... 169
Appendix Budget Ordinance ...... 172 Tax Levy Ordinance ...... 175 Community Profile History ...... 176 Location ...... 178 City of Bryan Fast Facts ...... 180 Sales Tax Rates ...... 180 Property Tax Rates ...... 180 Employment ...... 180 Unemployment ...... 180 Texas Metro Areas by Employment Growth Rate ...... 181 Bryan Population Estimates ...... 181 Largest Community Employers ...... 182 Home Sales Bryan-College Station ...... 182 Single Family Building Permits Bryan-College Station ...... 182 FY2012 Decision Packages Complete List: Decision Packages ...... 183 Recommended General Fund Decision Packages ...... 184 Recommended Non General Fund Decision Packages ...... 185 Glossary & Acronyms ...... 186
This page left blank intentionally.
This page left blank intentionally.
City of Bryan, Texas City Officials
Elected Officials: Mayor Jason P. Bienski 979/209-5008 Single Member District 1 Richard M. Cortez, Sr. 979/209-5008 Single Member District 2 Paul Madison, Sr. 979/209-5008 Single Member District 3 Chuck Konderla 979/209-5008 Single Member District 4 Ann M. Horton 979/209-5008 Single Member District 5 Art Hughes 979/209-5008 At-Large Mike Southerland 979/209-5008
Council Appointees: Interim City Manager Kean Register 979/209-5123 City Secretary Mary Lynne Stratta 979/209-5008 City Attorney Janis Hampton 979/209-5151 Internal Auditor Robert Shultz 979/209-5114 Municipal Court Judge Latham Boone, III 979/209-5421 BTU Board 979/821-5750
Executive Management Team: Deputy City Manager Joey Dunn 979/209-5100 Deputy City Manager Hugh R. Walker 979/209-5100 Interim Chief Financial Officeer Robert Shultz 979/209-5081 Interim Communications Director Allen Bruggman 979/209-5142 Economic Development Dennis Goehring 979/209-5102 Public Works Director Jayson Barfknecht 979/209-5929 Fire Chief Mike Donoho 979/209-5971 Police Chief Eric Buske 979/209-5387 BTU General Manager Dan Wilkerson 979/821-5750
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation to the City of Bryan, Texas for its annual budget for the fiscal year beginning October 1, 2010. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, an operational guide, as a financial plan, and as a communication device.
This award is valid for the period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
Vision
Bryan is a thriving, diverse, historic city where people are proud of their heritage, compassionate to one another and enjoy their family-oriented community to the fullest.
Mission
The City of Bryan is committed to providing efficient municipal services to improve the quality of life and develop a community where all citizens are proud to live.
Values
Integrity at all levels Commitment to quality services Treating citizens equally Consistency across the board Open-minded Visionary Innovative
Strategic Areas of Emphasis
1. Image: Our citizens are proud of where they live and Bryan is recognized as a city that offers an outstanding quality of life.
2. Infrastructure: Maintain the existing, upgrade the deficient and plan for future demands.
3. Growth: Provide, maintain and promote a healthy economic environment for quality residential, commercial and retail growth with a focus on community needs.
4. Diversity: All citizens are involved to ensure participation in governance and community.
5. Public Safety: Residents of Bryan live in a safe, aesthetically pleasing community where their lives and property are protected through efficient public safety services.
6. Education: All citizens are informed and educated about city issues, policies, services and initiatives. Educational needs of the community are met by educational entities.
City of Bryan, Texas Budget Calendar Fiscal Year 2012
Date Activity
February 7 – 8, 2011 Council retreat w/ review of strategic action plan initiatives
March 2 – 4, 2011 HTE budget training sessions
March 2, 2011 HTE budget entry opens to departments
March 25, 2011 Goals & Objectives, Accomplishments, performance measures due from divisions
April 1, 2011 FY11 Projection entry due
April 13, 2011 Budget entry due, DP requests due to HR, Fleet, and/or IT for review
April 27, 2011 DP requests due to Budget Office
May 10 ‐ 14, 2011 Budget/Departmental review meetings (scheduled as needed)
May 24, 2011 ARM Budget meeting
May 26, 2011 Decision Packages presented to ARM for prioritization
July 12, 2011 Council Workshop – FY2012 Budget ‐ General Fund and Debt Service
July 26, 2011 Council Workshop – FY2012 Budget – BTU, Enterprise Funds, CIP Update
Aug 9, 2011 Council Meeting ‐ Discuss proposed tax rate, schedule public hearings, call public hearing on Budget
Aug 23, 2011 Council Meeting ‐ First Public Hearing on tax rate; Public Hearing on Budget; First Reading of Ordinance to Adopt Budget
September 13, 2011 Council Meeting ‐ 2nd Public Hearing on the tax rate, Second Reading of Ordinance to Adopt Budget
September 14, 2011 Special Council Meeting ‐ First Reading of Ordinance to Adopt Tax Rate
September 27, 2011 Council Meeting ‐ Second Reading of Ordinance to Adopt Tax Rate; Ratification of Tax Rate
City of Bryan Organizational Chart Effective May 2011
Citizens
City Council
City Secretary Municipal Court Judge City Internal Auditor City Manager City Attorney BTU Board BTU General Manager
Municipal Court Administration Economic Development Fiscal Services Community Services Public Works Water Services Police Services Fire & EMS Administrator Services
Neighborhood/ Water Production & Purchasing Human Resources Engineering Youth Services Library Field Operations
Marketing & Traffic, Transportation, Wastewater Treatment Risk Parks & Recreation Communications &Drainage & Compliance
Planning & Coulter Field Warehouse IT Development
Planning, Inspections, Solid Waste Code Enforcement
Facilities Community Development
Fleet
INTRODUCTION
BUDGET DOCUMENT KEY ELEMENTS Also included is a Community Profile and Glossary of Terms and Acronyms to assist the reader with unfamiliar The following is a summary of key elements included in terminology. the City of Bryan FY2012 adopted budget. The 2012 fiscal year begins October 1, 2011 and ends September The budget document is designed to give both decision 30, 2012. The City Council adopts the budget annually makers and citizens a better view of the resources utilized by passage of an appropriations ordinance, which by the City in providing the highest level of services to the provides a complete program of action for the ensuing community. fiscal year. The plan contains the goals of the City Council, and the City Manager’s program to meet these FINANCIAL STRUCTURE goals. This budget was created by staff in partnership with the City Council, with the focus of fulfilling the City’s The accounts of the City are organized on the basis of mission statement and supporting the strategic funds and account groups, each of which operate initiatives for the community as defined by the Council. separately and independently of each other. The operations Supporting mission statements and goals for each of the of each fund are accounted for with a separate set of self- City departments are found within the fund sections of balancing accounts that comprise its assets, liabilities, fund the budget document. equity, revenues, and expenditures or expenses. Following is a description of the various funds and account groups: Budgets are prepared for the full range of municipal services provided by the City: public safety, community Governmental Fund Types services, utility services, aviation, public infrastructure, general administrative, and support services. Governmental funds are used to account for general government operations and include the General Fund, Annual operating budgets are adopted for the General Special Revenue Funds, Debt Service Fund, Capital Project Fund, Special Revenue Funds, and the General Funds, and Permanent Funds. Obligation Debt Service Fund. Budgets for the Capital Projects Funds are legally adopted for the specific uses • General Fund: The General Fund is the general prescribed by the debt issuance ordinance using project operating fund and is used to account for all financial length budgeting rather than a fiscal year basis. The transactions not properly included in other funds. budgets for the Enterprise Funds and Internal Service Resources are generated through property tax, sales Funds are adopted as a financial plan and budget guide tax, other general taxes, franchise fees, fines, licenses, and are used interactively. and fees for services. This funds accounts for the primary activities of the City: police and fire protection, BUDGET DOCUMENT STRUCTURE maintenance of parks, libraries, minor street repair, and general administration. This budget is presented in several sections: • Special Revenue Funds: Used to account for the • Following the Table of Contents is the first section: proceeds of specific revenue sources that are legally the City Manager’s transmittal letter, which is a restricted to expenditure for specific purposes. concise picture of the budget as a whole. • Second is the Budget Overview section, which • Debt Service Fund: Used to account for the payment of includes the City’s mission statement, strategic interest and principal on all general obligation bonds areas of emphasis and describes the budget and other long-term debt. process and policies. • The third section is the Financial section which • Capital Projects Funds: Used to account for the includes a narrative and graphical summary of all expenditures of resources accumulated from the sale of funds, including the General Fund, Enterprise debt instruments and transfers from operating funds Funds, Internal Service Funds, Special Revenue earmarked for such projects. These funds are allocated Funds, and the Debt Service Fund. Each fund from debt proceeds on a project length basis rather includes a fund narrative, fund financial summary, than a fiscal year basis. and detail of revenues and expenditures by department and division. Each division provides a • Permanent Funds: Used to report resources that are description of services provided, service level legally restricted to the extent that only earnings, not objectives for FY2012, accomplishments for principal, may be used for purposes that support the FY2011, key performance indicators, budgeted City’s programs. These funds are not included in the personnel, and financial data. budget document and are not budgeted. • The fourth section is the Capital Improvement section which details operational and Construction Proprietary Fund Types in Progress projects for both the City of Bryan and BTU on a limited scope. Proprietary funds are used to account for the City’s • The fifth section is the Appendix, which is a activities that are similar to commercial enterprise collection of supplementary material including the accounting. The City maintains two different types of Tax Rate Ordinance and Appropriation Ordinance. proprietary funds. BUDGET BASIS OF PRESENTATION
• Enterprise Funds: Used to account for services that Governmental fund budgets are presented on a modified are financed and operated in a manner similar to accrual basis; revenues are budgeted when they are private business, where the intent of the governing measurable and available and expenditures are budgeted body is that the cost of providing goods and in the period in which the liability is incurred which is in services to the general public will be financed or accordance with Generally Accepted Accounting Principles recovered primarily through user charges or fees. (GAAP). The fund balance approach of Governmental Funds or working capital approach can be described as • Internal Service Funds: Used to account for the current assets minus current liabilities. The enterprise and financing of goods and services provided by one internal service funds are budgeted using a flow of department or agency to other departments and economic resources and use the accrual basis of agencies of the city on a cost reimbursement basis. accounting. These are the same methods as used in the Internal Service Funds include the Warehouse City of Bryan’s Comprehensive Annual Financial Report Fund, Employee Benefits Fund, Self Insurance (CAFR). Contrary to Generally Accepted Accounting Fund, Equipment Replacement Fund, and Building Principles of recording depreciation in the income and Facility Maintenance Fund. statements and recording the affects of retirements of principal and capital purchases on the balance sheet, the Fiduciary Fund Type City does not budget for depreciation or amortization of assets, but does include capital expenses and debt This fund type accounts for assets held by the City in a principal retirement in the annual budget. trustee capacity or as an agent for other governmental units and/or funds. Fiduciary Funds include the City’s The cash equivalent approach for the City is defined as: payroll funds. Each of the other funds contributes its respective share of personnel costs to the Payroll Fund. Cash + Investments + Accounts Receivable + Prepaids – This fund is not included in the budget document and is Accounts Payable not budgeted. City of Bryan Capital projects are budgeted for project length rather than 2012 Fund Structure on a fiscal year basis. The Capital projects are developed ALL FUNDS utilizing a “project ready” approach whereby the scope and Governmental Funds budget for a proposed project is clearly defined prior to the General Fund appropriation of funds for construction. It is a multi-year Special Revenue Funds process and may extend over a one to three year period. Community Development Fund Hotel/Motel Tax Fund Funding for capital projects is provided through the Oil & Gas Fund issuance of debt, transfers from governmental funds, Court Technology Fund Street Improvement Fund developer reimbursements, state and federal funding, and Drainage Fund interest income. Special Projects Fund TIRZ #8-Park Hudson BASIS OF ACCOUNTING TIRZ #10-Traditions TIRZ #19-Nash Street TIRZ #22-Lauth Development The accounting and financial reporting treatment applied to TIRZ #21-Downtown Bryan a fund is determined by its measurement focus. Debt Service Fund Governmental Funds are accounted for using the current Capital Project Funds financial resources measurement focus and the modified Permanent Funds accrual basis. Revenues are recognized in the accounting Trust Funds period in which they are both measurable and available. Proprietary Funds Revenues are considered to be available when they are Enterprise Funds collected within the current period or soon enough Water Fund thereafter to pay liabilities of the current period. Wastewater Fund Expenditures in the governmental funds are recognized in Solid Waste Fund Bryan Texas Utilities the period in which the liability is incurred, if measurable. City Electric However, debt service expenditures, as well as Rural Electric expenditures related to compensated absences, are Airport Fund recorded only when payment is due. Bryan Commerce & Development Internal Service Fund All Enterprise Fund types and Internal Service Funds are Self Insurance Fund Employee Benefit Fund accounted for on the economic resources measurement Equipment Replacement Fund focus and the accrual basis. Revenues are recognized in Building & Facilities Maintenance Fund the period in which they are earned and become incurred Warehouse Fund and measurable. Fiduciary Fund Payroll Fund
BALANCED BUDGET
The operating budget presented is a balanced budget in After all budget requests have been submitted by the which combined projected resources (current revenues departments, the budget staff reviews and compiles the plus fund balances) equal or exceed estimated information. It is assembled and distributed to the City expenditures. When the current revenues for a Manager and key staff for review in advance of budget particular fund are less than the current expenditures of discussions. Each department is given the opportunity to that fund, the deficit is funded through fund balance. A meet with the Chief Financial Officer and budget staff to summary of the effect of the FY2012 budget upon the discuss budget projections and requests, operational or fund balances can be found with the detail relating to organizational changes, regulatory requirements, service each fund. For each fund the net impact on fund level changes, and to provide details regarding any decision balances or unrestricted net assets is shown. package requests.
Excess balances will be used for capital outlay or for Budget workshop sessions with the City Council begin in other non-recurring expenses. The City will avoid May and continue through budget adoption in September. budgetary procedures that balance the budget at the In addition to the budget proposals for the upcoming fiscal expense of future years’ budgets, such as: postponing year, a five-year forecast is prepared for the General and expenditures or accruing future years’ revenues. utility funds. The forecasts reflect the immediate and long- term impact of budget decisions and assumptions, and are BUDGET PROCESS provided to Council throughout the budget process. The Council is also provided a compilation of all submitted As a precursor to budget preparation, a retreat is decision packages. Council determines which, if any, planned annually during which the City Council decision packages will be incorporated into the budget. articulates its vision for the community, and prioritizes its strategic initiatives. Departmental goals, objectives and The Council also sets the property tax rate necessary to action plans are developed in support of the Council’s support the adopted expenditure budget. The process of strategic initiatives. adopting the property tax rate is dictated by truth-in-taxation guidance issued by the Texas Legislature. The truth-in- Bryan utilizes an “incremental” budgeting approach. The taxation regulations govern the conduct of public hearings, “base” budget is calculated by subtracting personnel publication of notices, and amounts by which tax rates may costs, capital purchases, and any one-time allocations be increased without voter approval. The property tax rate from the prior year’s adopted budget. If additional is adopted in two components—one component funds the funding is needed to purchase capital, maintain service operations and maintenance of the organization and the levels, or to add or expand programs, a “decision other component funds the general obligation debt service package” request must be submitted. A decision requirements of the city. The property tax rate is adopted by package request must include all expenditures related ordinance of the City Council. to the program, or item being requested. A summary of the current year decision packages can be found in the appendix section of this document.
The process of preparing the budget begins in February. Instructions and forms are distributed to department managers with particular care given to communicating any changes in the budget process or funding objectives since the last budget cycle. Personalized training is offered to all personnel involved in the budget process. Fiscal Services budget staff is available to assist with all phases of budget development. The departments are given approximately 2½ months to determine the allocation of their respective base budgets; prepare decision packages; update mission statements, goals and objectives; summarize accomplishments of the current budget year; and report performance measurement data.
Fiscal Services budget staff coordinates the development of revenue projections for all City funds. Historical trends, economic factors, and departmental input all play a role in developing revenue projections.
FY2012 FINANCIAL POLICIES
LEGAL REQUIREMENTS FOR THE BUDGET financial management in order to maintain existing city service levels, to respond to economic fluctuations, and to Pursuant to Section 12(c) of the City Charter, the City Manager is responsible for preparing an annual budget for meet the demands of change. With this in mind, the City submission to the City Council, for review and Council has deemed it appropriate to set the minimum consideration. This budget estimate must be as uniform fund balance standard at 60 days of total expenditures for in presentation as possible for the main functional the General Fund. The targeted working capital balance divisions of departments and shall provide all the for Proprietary Funds shall be 60 days of operating information required by the City Council. Furthermore, expenses. the adopted budget must include: the outstanding debt obligations of the City; the financial resources to the credit The General Obligation Debt Service maintains a fund of each fund; the funds received from all sources during balance sufficient to, when coupled with current year the preceding year; the funds available from all sources revenues to date, meets required principal and interest during the ensuing year; the estimated revenue available payments as they come due. The current policy is to to cover the adopted budget; and the estimated tax rate maintain a reserve no greater than one-twelfth of the debt required to cover the adopted budget (Texas Local requirements for the fiscal year. Government Code Chapter 102). The adopted budget must be filed with the City Secretary at least thirty days The Special Revenue Funds maintain a targeted fund before the City makes its tax levy for the fiscal year. balance sufficient to meet any current year obligations and any obligations which occur early in the subsequent Upon receipt of the City Manager’s budget estimate the fiscal year. City Council shall direct the staff to prepare a budget ordinance using the City Manager’s estimate as a basis All fund balances, beginning in the earliest year (City Charter Section 12(d)). At least one public hearing presented, reflect the ending balance as provided for in must be scheduled on the adopted budget. The City the City’s most recent Comprehensive Annual Financial Secretary must post the notice of the public hearing at Report (CAFR). Notations will be made on individual fund City Hall, on the City’s internet webpage, and publish the reports to reflect CAFR adjustments due to non-cash and notice in a newspaper of general circulation at least ten cash to accrual changes made during the CAFR process. days before the public hearing is conducted. DEBT POLICY After the public hearing, the City Council may consider the budget ordinance for adoption with or without amendment The City of Bryan issues debt to finance a major portion of for the first of two required readings. The second reading, its capital improvement plan. The proceeds of bonds and which signifies adoption, must occur at a subsequent certificates of obligation provide funding for major street, meeting. The adoption of the budget must occur before drainage, sidewalk, traffic improvements, facility the beginning of the fiscal year. construction, park construction, and other major capital purchases that have an anticipated lifespan greater than Expenditures are controlled at the fund level for all funds the life of the associated debt. The City’s ad valorem tax and may not exceed appropriations at that level. Budget revenues are pledged to provide for the payment of transfers between departments within the same fund principal and interest on general obligation debt. require approval of the City Manager. Since expenditures may not legally exceed budget appropriations, Revenue bond proceeds are utilized to fund capital amendments to the budget are occasionally required. improvements of the City’s enterprise activities. Bryan Budget amendments are processed when it is necessary Texas Utilities, the Water and Wastewater Funds to increase appropriations, or to allow for increased currently have outstanding revenue bonds. The transfers between funds. In accordance with the City ordinances which authorize the issuance of revenue Charter and applicable State Law, both require City bonds stipulate that the City will establish rates sufficient Council approval by ordinance. At any time in the fiscal to generate funding of the ongoing operation of the year the City Council may make emergency respective systems, and provide net revenues sufficient to appropriations to meet an unforeseen need for public fund the principal and interest on the outstanding debt. expenditure in order to protect the public health, safety, or welfare. As a Home Rule City, the City of Bryan is not limited by law in the amount of debt that may be issued. The limit is At the end of each fiscal year, any unencumbered governed by the City’s ability to levy and collect taxes to appropriation balances lapse or revert to the service the debt. The City’s charter (Section 12) states: undesignated fund balance, except for capital projects, which are adopted using project length rather than fiscal “The city council of the city shall have the power, and year. is hereby authorized to levy, assess and collect not to exceed one dollar and fifty cents ($1.50) on each one FUND BALANCE hundred dollars ($100) assessed valuation of real and personal property within the city limits of the city The City recognizes its responsibility to provide sound not exempt from taxation by the constitution and laws of the State of Texas.” Article II, Section 5 of the State of Texas Constitution rates and does not hinder the City’s ability to effectively states in part: operate the utility systems, infrastructure, or other City facilities. The City’s debt payments must stay within “…but no tax for any purpose shall ever be lawful provisions of state law, bond covenants, and City Council for any one year which shall exceed two and one- adopted policies. All of these criteria and objectives are half percent of the taxable property of such city.” met with the debt financing proposed in this budget.
On the following two (2) pages are a series of graphs that Debt Limit provide the aggregate debt service on general obligation bonds and total debt service due on all outstanding debt The State of Texas sets the maximum ad valorem tax including General Obligation, Water & Sewer System rate, including all obligations of the City, for a home rule Debt, and Electric Debt. city, such as the City of Bryan; that rate is set at $2.50 per $100 valuation. The City of Bryan can, therefore, Debt Philosophy establish debt in an amount that does not exceed the City’s capacity to fund all obligations in excess of this rate. The City does not issue debt to fund current operating The City’s current tax rate is $0.6364 per $100 valuation. expenditures. Debt is only issued for the purpose of Of the total City’s current property tax rate, $0.201008 per acquiring or constructing capital assets for the general $100 valuation is currently designated for debt service. benefit of its citizens and allow it to further the strategic initiatives of the City Council. The City will finance Debt Refunding improvements over a period of time not greater than the useful life of the improvement or asset. The City will also It is the policy of the City of Bryan that debt will not be conservatively project the revenue sources that will be refunded unless there is a net savings over the life of the utilized to pay for the debt. debt by at least 5% over the original debt issuance amount. The City’s debt management objective is to maintain level debt service that does not adversely impact tax or utility
Bond Ratings The City of Bryan’s current bond ratings are:
Rating Agency BTU-City General Obligation Water/Wastewater
Moody’s A1 Aa2 Aa2
Standard & Poor’s A+ AA AAA*
Fitch A+
*Bond insurance
All ratings carry a “stable” outlook.
Aggregate Debt Service on General Obligation Bonds
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
Principal Interest
Principal & Interest Payments on Debt
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
General Obligation Debt Waterworks & Sewer System Debt Electric Utility System Debt
Annual General Purpose Debt Expense as a Percent of Assessed Valuaton 0.35%
0.30% 0.25%
0.20% 0.15%
0.10% 0.05%
0.00% 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Year
Ratio of Debt Service to General Fund Expenditures
20.00%
16.00%
12.00%
8.00%
4.00%
0.00% 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Year
Net Tax Supported Debt Per Capita
$1,800 $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Year
INVESTMENT POLICY
It is the policy of the City of Bryan, Texas (“City”) to 2. Preservation and Safety of Principal – Safety and invest public funds in a manner that will ensure the preservation of principal in the overall portfolio is the preservation of capital, meet daily cash flow demands of foremost investment objective. the City, and conform to all applicable State and Local statutes governing the investment of public funds and 3. Liquidity - The investment portfolio shall remain provide reasonable investment returns. sufficiently liquid to meet all operating requirements that may be reasonably anticipated, and by structuring The Public Funds Investment Act, Chapter 2256, Texas the portfolio so that securities mature concurrent with Government Code prescribes that each city is to adopt anticipated cash needs. rules governing its investment practices and to define the authority of the Investment Officers. This Policy 4. Marketability - Investments should have an active and addresses the methods, procedures, and practices that efficient secondary market to enable the City to must be exercised to ensure effective and judicious liquidate investments prior to the maturity if the need fiscal management of the City’s funds. should arise.
This Policy applies to the investment and management 5. Diversification – Investments shall be diversified by of all funds under control of the City, other than those type and maturity to reduce overall portfolio risks while expressly excluded herein or by applicable law or valid attaining market rates of return. agreement. These funds are accounted for in the City of Bryan Comprehensive Annual Financial Report 6. Yield - The City’s investment portfolio shall be designed (CAFR). with the objective of attaining the maximum rate of return throughout budgetary and economic cycles, To make effective use of the City’s resources, all monies taking into account the City’s risk constraints, and the shall be pooled into one investment bank account, cash flow characteristics of the portfolio. except for those monies accounted for in the bank accounts as deemed necessary, or as stipulated by CAPITALIZATION POLICY applicable laws, bond covenants, or contracts. The income derived from this pooled investment account The purpose of this policy is to ensure adequate and shall be distributed in accordance with the City’s internal appropriate control of the City’s assets and to establish procedures. guidelines for capitalization in accordance with generally accepted accounting principles. The primary objectives, in priority order of investment activities shall be safety, liquidity, and yield: The City of Bryan Purchasing Policy states that “Departments are prohibited from making any purchase 1. Safety. Safety of principal is the foremost objective which exceeds $5,000 without first obtaining a purchase of the investment program. Investments shall be order.” By definition, capital assets cost more than $5,000, undertaken in a manner that seeks to ensure the so they must be purchased via a purchase order, blanket preservation of capital and the protection of purchase order or inverted purchase order. investment principal in the overall portfolio. Capital assets (or “fixed assets”) are defined as real or 2. Liquidity. The City’s investment portfolio will personal property used in the City’s operations. They are remain sufficiently liquid to enable the City to meet not repair or supply items and are not acquired for the all operating requirements that might be reasonably purpose of resale. Generally, items must be capitalized if anticipated. Liquidity shall be achieved by matching they meet all of the following criteria: investment maturities with forecasted cash flow requirements and by investing in securities with A. The expected useful life is three (3) years or more. active secondary markets. B. The item belongs to one of the general classes of 3. Yield. The City’s investment portfolio shall be property that is considered capital assets as defined by designed with the objective of attaining a general accounting terms. Below are the broad capital reasonable rate of return, taking into account the asset classes: City’s investment risk constraints and the cash flow characteristics of the portfolio. 1. Land 2. Buildings and Improvements The City of Bryan will attempt to follow an inert, ladder 3. Equipment investment strategy. Investments will be purchased with 4. Improvements other than Buildings the intent of holding to maturity, with a goal of the 5. Infrastructure portfolio having at least one investment maturing every month. Investment priorities are as follows:
1. Suitability - Any investment allowed under the current Investment Policy is considered suitable. FY2012 BUDGET SUMMARY
The following is a summary of the FY2012 annual budget of the City of Bryan to be adopted at the September 14, 2011 City Council meeting.
BUDGET REVENUES
The City of Bryan FY2012 revenues for all funds total $349,035,464.
Revenues are received in several major categories, including tax revenues, franchise fees, charges for services, intergovernmental revenues, fines, and investment/miscellaneous revenues. Below is a brief summary of the FY2012 revenue categories:
• Tax revenues are estimated at $39,618,603 or 11.4% of the City’s revenue base. Assumptions for estimates can be found below under Revenue Assumptions.
• Franchise taxes are assessed to private utility companies, including telephone, cable, and gas. For FY2012, franchise taxes are estimated at $1,963,127 or less than 1% of total revenues. Right of way payments from the City owned utilities are interfund activities and classified as other (uses)/sources. These payments are budgeted at $10,707,049 for FY2012.
• Charges for Services represent another source of revenue for the City. Total revenue generated for FY2012 from all services is estimated at $220,513,368, of which $179,049,945 is attributed to BTU revenues. This revenue source is comprised of Solid Waste, Transportation, Drainage fees, Water, Wastewater, and BTU.
• Inter-governmental revenues comprise $3,891,068 or 1.1% of the total revenue budget. This revenue source is primarily comprised of Community Development grant revenues and revenues from the City of College Station for library services.
• Fines, forfeits, and penalties total $2,014,050, which is a modest 2.2% increase over FY2011. This revenue category is less than 1% of total revenues for the City.
• Investment earnings, miscellaneous revenues, and Capital Construction in Progress (CIP) Bond Fund proceeds make up a significant portion of the revenues included in this budget. These revenues are estimated at $80,399,284 (23%) of the City’s revenue budget. Of this number, $66,210,600 or 19% of total revenues is from CIP bond proceeds for the FY2012 year.
Revenue Assumptions:
Several assumptions were utilized in the projection of revenues for FY2012. Those assumptions include:
• Sales tax revenue assumption of 1% growth based upon the FY2011 year-end projections.
• At the adopted tax rate of $0.6364 per $100 of taxable value, the estimated total tax levy for FY2012 is $23,800,131. Of this amount, approximately $496,041 is tax revenue to be raised from new property added to the tax roll this year. In FY2012 there will be a shift between the Maintenance & Operations (M&O) and Interest & Sinking (I&S) component of the property tax rate. For FY2012, $0.005187 of the total tax rate is being shifted from I&S to the M&O portion. This split will provide the required funds for debt service payments and will be shifted to the I&S tax rate to cover previously authorized debt service requirements. The FY2012 adopted General Fund (M&O) tax rate is $0.440579 per $100 of assessed valuation and the I&S tax rate is $0.195821 per $100 of assessed valuation.
• ROW payments from BTU and Enterprise Funds, as well as Inter-fund transfers are shown ‘below the line’ as Other Sources/(Uses). This is reflective of the presentation of revenues and expenditures as shown in the City’s Comprehensive Annual Financial Report.
• The FY2011 budgeted included an additional 2% ROW payment to the General Fund from the Water, Wastewater, and Solid Waste utility funds. This additional percentage has not been included for FY2012.
The following graph depicts the City’s revenues by type. A detail of each fund’s revenues by type can be found on the Summary of Revenues by Type & Summary of Expenses by Category page within this section of the budget book.
FY2012 Revenues by Type
Taxes $39,618,603 23.3% Franchise Fees Investment $1,963,127 Earnings / Misc. 1.2% Income $80,399,284 47.3% Licenses & Charges for Permits Services $635,965 $41,463,423 0.4% Grants / 24.4% Intergovernmenta Fines, Forfeits & l / Shared Penalties Revenue $2,014,050 $3,891,068 1.2% 2.3% *Charges for Services excludes BTU amount of $179,049.945.
BUDGET APPROPRIATIONS
The City of Bryan FY2012 budget appropriations are $373,726,676.
A primary focus for the development of the FY2012 Budget is the increase the fund balance reserves above the requirement. As adopted, the FY2012 budget increases General Fund fund balance by $938,252; the ending unassigned fund balance is projected to be $9,726,111 or $1,287,257 above the sixty day requirement. In order to achieve this amount of reserve, several cost savings were identified.
• Several vacant positions will remain unfilled. There will be a service level impact with the continued vacant positions. Several vacant positions have been eliminated. No additional staff reductions or lay-offs are recommended, although cost efficiencies will continue to be monitored.
• Continued rising health care costs continue to be an area of concern. The City did establish the Employee Clinic during 2011. The projected utilization of the clinic for routine appointments versus outside health care is projected to result in long term savings. Initial response has been positive. With the opening of the clinic, the City’s contribution to the self-funded insurance plan is not increased during FY2012.
• The vehicle replacement plan has been eliminated for FY2012. The funding level for this plan is not sustainable in the current economic climate. Recommended vehicle replacements for FY2012 are limited to: 9 police vehicles, one investigators vehicle, one motorcycle, and one vehicle for Fire. Funding for these vehicles is planned to be through short term financing to be put in place next spring.
Uses of Appropriated Funds:
Funds are expended on eight major categories: Salary & Benefits, Supplies, Maintenance & Services, Miscellaneous & Admin. Reimbursements, Capital Outlay, Debt Service, and Transfers.
• BTU appropriations represent 58% or $218,475,407 of the total appropriations for the City. This includes expenditures for all categories including Capital and Construction in Progress expenditures.
• Budgeted expenditures for General Fund for FY2012 are $50,633,125, which includes a reduction of $3,515,703 for administrative reimbursement costs from other funds. Transfers and Right of Way payments of ($10,707,049) are presented as Other Uses/(Sources), to be comparative to the presentation in the Comprehensive Annual Financial Report. This results in Total Expenditures/Other Uses/(Sources) of $39,926,076 for General Fund in FY2012.
• General Government Capital Construction in Progress (CIP) expenses of $7,519,125. More information on planned capital projects can be found in the Capital Improvement Program section. Utility capital construction of $84,299,328 includes planned projects for Water and Wastewater, as well as BTU,
• The City’s Salaries & Benefits for FY2012 are $48,624,776, which is approximately 1.7% increase over FY2011. This increase will provide funding for the City’s Career Progression Program for eligible employees, as well a pay scale adjustment for civil service. Funding is also allocated for civil service step increases for eligible employees.
• Miscellaneous expenditures account for 5.8% of the total appropriations for FY2012 or $22,699,742.
• Maintenance and Services (excluding BTU) expenses for FY2012 are in the amount of $$19,929,871 or 5.1% of the total budget for the year.
• Supplies make up a small portion of the total budget at 0.9% or $3,676,158 for the year.
• Debt Service payments (not including BTU) for FY2012 total $15,665,800 or 4%.
• Transfers out to other funds for FY2012 total $6,506,364 and represent 1.7% of the total net appropriations.
The following graph provides a summary of adopted expenditures by category. A summary of the expenditures by fund and category can be found on the Summary of Revenues by Type & Summary of Expenses by Category page within this section of the budget book. Detailed information by fund can be found within the financial section by fund type within this budget document.
FY2012 Expenditures by Category
Salary & Benefits Debt Service Transfers Out $48,624,776 $15,665,800 $6,506,364 12.9% 4.2% 1.7% Supplies Capital Outlay $3,676,158 $82,411,124 1.0% 21.8%
Miscellaneous $22,699,742 6.0% Maintenance & Services $197,658,416 52.4%
CITY OF BRYAN, TEXAS Revenue & Expense Summary for All Funds FY2012 % Change FY2010 FY2011 FY2011 FY2011 FY2012 From FY2011 Actual Adopted Amended Projected Adopted Adopted Revenues: General$ 41,938,764 $ 41,632,638 $ 41,454,303 $ 40,921,935 $ 40,864,328 -1.8% Water 11,837,016 11,517,600 11,517,600 12,087,715 11,910,300 3.4% Wastewater 12,615,960 12,715,900 12,715,900 12,676,119 12,753,900 0.3% Solid Waste 8,198,262 7,428,130 7,428,130 7,718,858 7,823,841 5.3% BTU (City) 148,839,223 131,955,771 131,955,771 147,466,287 148,625,898 12.6% BTU (Rural) 31,053,004 29,529,802 29,529,802 30,531,713 30,424,047 3.0% Bryan Commerce & Development 974 - 1,800,000 2,193,085 - N/A Airport 210,741 367,225 413,067 499,433 484,835 32.0% Warehouse Fund 102,938 106,500 106,500 98,097 122,500 15.0% Self-Insurance Fund 1,545,600 1,444,918 1,444,918 1,402,182 1,847,684 27.9% Employee Benefits Fund 7,753,787 7,975,578 7,975,578 7,406,315 8,082,170 1.3% Equipment Replacement 7,320 1,650 1,650 1,550 - N/A Facilities Maintenance 554 5,175 5,175 4,370 - N/A Community Development 1,292,357 2,250,728 2,250,728 1,877,990 2,352,977 4.5% Grant Fund - - - 408,310 241,371 N/A Hotel/Motel Tax 414,457 341,070 341,070 403,000 349,200 2.4% Oil and Gas 70,140 71,000 71,000 92,927 76,500 7.7% Special Projects 7,213 500 500 2,415 1,200 140.0% Court Technology 49,351 49,600 49,600 49,275 49,100 -1.0% Street Improvement Fund 3,670,787 4,965,108 4,965,108 5,097,596 5,311,000 7.0% Drainage Improvement 903,708 1,239,574 1,239,574 1,184,390 875,000 -29.4% TIRZ #8-Park Hudson 1,468,674 308,624 308,624 1,529,650 1,209,629 291.9% TIRZ #10-Traditions 1,285,851 982,653 982,653 907,385 1,242,858 26.5% TIRZ #19-Nash Street 96,872 129,069 129,069 102,183 144,126 11.7% TIRZ #21-Downtown Bryan 17,575 72,402 72,402 51,419 74,943 3.5% TIRZ #22-Lauth Devel. 179,694 260,869 260,869 239,537 326,109 25.0% Debt Service 5,732,741 7,055,194 7,055,194 6,297,911 7,631,348 8.2% TIRZ #22 - CIP - 1,650,000 1,650,000 - - N/A General Government CIP 9,044,150 4,600,000 4,600,000 8,202,622 3,440,807 -25.2% Water CIP 2,575,556 3,050,000 3,050,000 2,559,607 4,033,756 32.3% Wastewater CIP 4,294,716 2,035,000 2,035,000 4,325,662 4,105,536 101.7% BTU (City) CIP - 11,275,984 11,275,984 87,616,261 54,630,501 384.5% BTU (Rural) CIP - 5,255,502 5,255,502 - - N/A Total Revenues $ 295,207,985 $ 290,273,764 $ 291,941,271 $ 383,955,799 $ 349,035,464 20.24% Expenses: General 1 $ 51,644,575 $ 52,728,084 $ 54,341,247 $ 52,965,477 $ 50,633,125 -4.0% Water 11,957,795 15,101,479 15,311,772 18,558,990 13,454,649 -10.9% Wastewater 11,357,778 18,084,573 19,712,594 16,121,735 16,033,194 -11.3% Solid Waste 8,484,238 8,130,831 8,248,655 7,591,007 8,209,154 1.0% BTU (City) 154,080,930 139,318,739 139,318,739 152,068,961 147,994,463 6.2% BTU (Rural) 32,383,111 30,057,708 30,057,708 30,039,901 29,734,082 -1.1% Bryan Commerce & Development 635,496 633 1,890,638 2,362,546 - N/A Airport 326,100 447,200 578,099 711,549 483,505 8.1% Warehouse Fund 325,044 313,856 315,456 318,374 119,697 -61.9% Self-Insurance Fund 2,284,139 3,477,680 4,914,180 2,658,155 2,648,609 -23.8% Employee Benefits Fund 7,754,000 8,546,621 7,998,201 7,700,154 8,061,959 -5.7% Equipment Replacement Fund (144,808) 950,178 1,157,189 1,158,339 - -100.0% Facility Replacement Fund 305,196 205,225 30,075 (22,300) - N/A Community Development 1,292,367 2,250,728 2,452,848 1,877,990 2,352,977 4.5% Grant Fund - - 241,371 N/A Hotel/Motel Tax 407,080 348,600 362,100 392,100 381,100 9.3% Oil and Gas 616 176 75,313 75,313 - -100.0% Special Projects 73,178 40,320 (3,067) (93,058) - -100.0% Court Technology 11,288 50,840 33,975 33,975 54,920 8.0% Street Improvement Fund 2,595,850 4,965,108 7,981,387 4,815,074 8,882,984 78.9% Drainage Improvement Fund 1,268,514 1,239,574 1,631,482 836,936 1,416,925 14.3% TIRZ #8-Park Hudson 1,745,686 1,382,543 1,038,776 945,479 625,066 -54.8% TIRZ #10-Traditions 1,799,799 1,391,527 1,672,155 2,281,345 1,415,171 1.7% TIRZ #19-Nash Street 50,770 129,069 118,018 94,414 160,851 24.6% TIRZ #21-Downtown 30,443 72,402 63,482 47,000 - -100.0% TIRZ #22-Lauth Devel. 403,400 410,869 281,380 187,355 298,418 -27.4% Debt Service 5,874,439 6,964,115 5,938,504 5,858,979 7,628,469 9.5% TIRZ #22 - CIP - 1,500,000 - - - -100.0% General Government CIP 5,053,116 4,493,500 13,398,888 5,849,401 7,519,125 67.3% Water CIP 1,499,409 3,000,000 14,160,280 1,663,839 4,480,000 49.3% Wastewater CIP 889,304 6,175,000 20,371,783 941,425 20,150,000 226.3% BTU (City) CIP 22,290,570 14,743,447 29,289,425 78,708,497 35,608,035 141.5% BTU (Rural) CIP 1,021,913 2,693,321 3,615,076 497,906 5,138,827 90.8% Total Expenses $ 327,701,336 $ 329,213,946 $ 386,356,358 $ 397,246,858 $ 373,726,676 13.52% Note 1: FY2010 General Fund Transfers/ROW were budgeted as a reduction to expenditures; FY2011 presents Transfers/ROW Payments as Other Uses/(Sources), as presented in the annual financial report. General Fund Transfers/ROW Pmts 10,915,998 11,495,012 11,495,012 11,495,012 10,707,049 Net Budget $ 316,785,338 $ 317,718,934 $ 374,861,346 $ 385,751,846 $ 363,019,627 City of Bryan, Texas All Funds Summary - Fiscal Year 2012
Est. Beginning Est. Ending Change in Fund Balance Right of Way Unreserved Unreserved Fund Name Revenues Expenditures Payments Fund Balance Fund Balance Airport$ (109,169) $ 484,835 $ 483,505 $ - $ (107,839) $ 1,330 Bryan Commerce & Development 22,746 - - - 22,746 - BTU - City/QSE 27,690,079 148,625,898 147,994,462 - 28,321,515 631,436 BTU - Rural 3,785,785 30,424,047 29,734,082 - 4,475,750 689,965 Community Development 1 2,352,977 2,352,977 - 1 - Court Technology 277,893 49,100 54,920 - 272,073 (5,820) Debt Service 1,785,302 7,631,348 7,628,469 - 1,788,181 2,879 Drainage 562,014 875,000 1,416,925 - 20,089 (541,925) Employee Benefits 1,539,553 8,082,170 8,061,959 1,559,764 20,211 General 9,987,859 40,864,329 50,633,125 10,707,049 10,926,112 938,252 Grant Funds 9,451 241,371 241,371 - 9,451 - Hotel/Motel Tax 356,990 349,200 381,100 - 325,090 (31,900) Oil and Gas 235,015 76,500 - - 311,515 76,500 Self-Insurance Fund 3,431,648 1,847,684 2,648,609 - 2,630,723 (800,925) Solid Waste 2,951,624 7,823,841 8,209,154 - 2,566,311 (385,313) Special Projects 123,576 1,200 - - 124,776 1,200 Street Improvement 3,957,453 5,311,000 8,882,984 - 385,469 (3,571,984) TIRZ #10 (Traditions) 238,804 1,242,858 1,415,171 - 66,491 (172,313) TIRZ #19 (Nash Street) 18,015 144,126 160,851 - 1,290 (16,725) TIRZ #21 (Downtown) 19,298 74,943 - - 94,241 74,943 TIRZ #22 (Lauth) 37,665 326,109 298,418 - 65,356 27,691 TIRZ #8 (Park Hudson) 3,252,490 1,209,629 625,066 - 3,837,053 584,563 Warehouse Fund 505,635 122,500 119,697 - 508,438 2,803 Wastewater 8,740,211 12,753,900 16,033,194 - 5,460,917 (3,279,294) Water 1,648,429 11,910,300 13,454,649 - 104,080 (1,544,349) Sub-Total $ 71,068,367 $ 282,824,865 $ 300,830,688 $ 10,707,049 $ 63,769,593 $ (7,298,775)
CIP Funds C O B 27,707,660 11,580,099 32,149,125 - 7,138,634 (20,569,026) CIP Funds B T U 8,418,860 54,630,501 40,746,862 22,302,499 13,883,639 TOTAL ALL FUNDS $107,194,887 $ 349,035,465 $ 373,726,675 $10,707,049 $ 93,210,726 $ (13,984,162)
Summary of All Funds FY2012
Revenues - by Type Grants / Intergovernme Investment Franchise Licenses & ntal / Shared Charges for Fines, Forfeits Earnings / Admin. Reimb./ Taxes Fees Permits Revenue Services & Penalties Misc. Income Transfers Total Revenues: General$ 30,533,604 $ 1,963,127 $ 565,965 $ 1,351,985 $ 3,910,223 $ 1,968,450 $ 570,975 $ 40,864,328 Water 11,635,800 274,500 11,910,300 Wastewater 38,000 12,467,700 248,200 - 12,753,900 Solid Waste 32,000 7,339,700 452,141 7,823,841 BTU (City) 148,625,898 148,625,898 BTU (Rural) 30,424,047 30,424,047 Bryan Commerce & Development - - Airport 4,235 480,600 484,835 Warehouse Fund 122,500 - 122,500 Self-Insurance Fund 1,847,684 1,847,684 Employee Health Insurance Fund 8,082,170 8,082,170 Community Development 2,293,477 59,500 2,352,977 Hotel/Motel Tax 345,000 4,200 349,200 Grant Fund 241,371 241,371 Oil and Gas 76,500 76,500 Special Projects 1,200 1,200 Court Technology 45,600, 3,500, 49,100, Street Improvement Fund 5,245,000 66,000 5,311,000 Drainage Improvement 865,000 10,000 875,000 TIRZ #8-Park Hudson 980,404 229,225 1,209,629 TIRZ #10-Traditions 626,363 616,495 1,242,858 TIRZ #19-Nash Street 98,376 45,750 144,126 TIRZ #21-Downtown Bryan 74,691 252 74,943 TIRZ #22-Lauth Development 143,716 182,393 - 326,109 Debt Service 6,816,449 814,899 - 7,631,348 General Government CIP* 3,440,807 3,440,807 Water CIP* 4,033,756 4,033,756 Wastewater CIP* 4,105,536 4,105,536 BTU (City) CIP* 54,630,501 54,630,501 BTU (Rural) CIP* - - Total Revenues $ 39,618,603 $ 1,963,127 $ 635,965 $ 3,891,068 $ 220,513,368 $ 2,014,050 $ 80,399,284 $ - $ 349,035,464
Expenses - by Category
Salary & Maintenance & Admin. Reimb./ Benefits Supplies Services Miscellaneous Capital Outlay Debt Service Transfers Transfers In Total Expenses : General$ 39,690,409 $ 2,135,339 $ 5,821,371 $ 5,103,774 $ 247,000 $ 505,220 $ 645,716 $ (3,515,703) $ 50,633,125 Water 2,218,728 261,738 2,480,802 1,308,944 2,018,800 3,997,212 1,168,425 - 13,454,649 Wastewater 2,590,655 470,117 2,070,993 1,286,471 5,009,100 3,530,642 1,075,216 - 16,033,194 Solid Waste 2,698,841 484,427 528,464 2,611,411 977,312 - 908,699 8,209,154 BTU (City) 147,994,463 - - - - 147,994,463 BTU (Rural) 29,734,082 - - 29,734,082 Bryan Commerce & Development - - - - - Airport 132,162 264,800 47,876 34,410 4,257 - 483,505 Warehouse Fund 205,151 17,524 13,311 111,443 27,000 (254,732) - 119,697 Self-Insurance Fund 419,731 30,391 465,591 1,732,896 - - - 2,648,609 Employee Health Insurance Fund 10,928 7,701,031 350,000 8,061,959 Community Development 427,728 11,402 59,535 1,854,312 2,352,977 Hotel/Motel Tax 381,100 381,100 Grant Fund 241,371 ------241,371 Oil and Gas - - Special Projects - - - Court Technology - 420 1,000 - 53,500 54,920 Street Improvement Fund 8,280,000 174,450 428,534 - 8,882,984 Drainage Improvement 150,000 59,500 1,157,425 50,000 - 1,416,925 TIRZ #8#8-Park Park Hudson 340340,000,000 285285,066,066 625625,066,066 TIRZ #10-Traditions 25,000 1,390,171 1,415,171 TIRZ #19-Nash Street 160,851 160,851 TIRZ #21-Downtown Bryan - - TIRZ #22-Lauth Development 298,418 - 298,418 Debt Service 7,628,469 7,628,469 General Government CIP* 7,519,125 7,519,125 Water CIP* 4,480,000 4,480,000 Wastewater CIP* 20,150,000 20,150,000 BTU (City) CIP* 35,608,035 35,608,035 BTU (Rural) CIP* 5,138,827 5,138,827 Total Expenses $ 48,624,776 $ 3,676,158 $ 197,658,416 $ 22,699,742 $ 82,411,124 $ 15,665,800 $ 6,506,364 $ (3,515,703) $ 373,726,676
Note: Detailed budgetary information for BTU (City) and BTU (Rural), the City's electric utility, is not disclosed. Such information would reveal strategies about the operations that would give competitors of BTU an advantage if made public. PROPERTY TAX CALCULATION AND DISTRIBUTION FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2012
FY2011 for 2011 Certified Tax Roll and Levy FY2012 Comparison
Assessed Valuation (100%)$ 4,839,668,530 $ 4,588,737,387
Net Taxable Value (Before Freeze)$ 3,783,727,145 $ 3,625,928,664
Less: Freeze Taxable /Transfer Adjustments 401,545,411 384,184,012
Total Taxable $ 3,382,181,734 $ 3,241,744,652
Rate Per $100 of Assessed Valuation 0.636400 0.636400
Tax $ 21,524,205 $ 20,630,463
Add: Freeze Ceilings 2,275,926 2,209,717
Total Tax Levy $ 23,800,131 $ 22,840,180
Adopted Distribution: Tax Rate % of Total FY2012 FY2011
General Fund$ 0.440579 57.01%$ 13,569,512 General Fund - Freeze Ceiling$ 0.440579 1,575,621 15,145,133 15,010,515
Debt Service$ 0.195821 25.34% 6,031,144 Debt Service - Freeze Ceiling$ 0.195821 700,305 6,731,449 6,929,924
TIRZ 8 - Park Hudson$ 0.636400 4.12% 980,404 -
TIRZ 10 - Traditions$ 0.636400 2.63% 626,363 582,784
TIRZ 19 - Nash Street$ 0.636400 0.41% 98,376 86,236
TIRZ 21 - Downtown$ 0.636400 0.31% 74,691 72,326
TIRZ 22 - Lauth$ 0.636400 0.60% 143,716 158,394
Total Tax Levy $ 23,800,131 $ 22,840,180 Net Taxable Property Value Tax Year 2002 ‐ 2011
3,750
3,500
3,250 Millions
in 3,000 ($) 2,750
2,500 Value
2,250 Taxable 2,000 Net 1,750
1,500 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Tax Year
Property Tax Rate Tax Year 2002 ‐ 2011
0.6500 0.6364 0.6364 0.6364 0.6364 0.6364 0.6364 0.6364 0.6364 0.6364 0.6364
0.6300 Value
0.6100 Assessed
$100 0.5900 per
Rate 0.5700
0.5500 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Tax Year Summary of Authorized/Budgeted Full-Time Positions FY2012
Variance Variance FY2010 FY2011 FY2012 from FY2010 FY2011 FY2012 from Department Adopted Adopted Adopted FY11-FY12 Adopted Adopted Adopted FY11-FY12 General Fund: Public Safety: Municipal Court 16 16 16.00 0$ 856,404 $ 834,443 $ 873,811 $ 39,368 Police Services 171 171 171.00 0 12,767,064 13,057,673 13,658,914 601,241 Fire Services 114 114 114.00 0 8,908,539 9,472,720 9,834,495 361,775 Total Public Safety 301 301 301.00 0$ 22,532,007 $ 23,364,836 $ 24,367,220 $ 1,002,384 Public Works: Public Works Administration 5 0 0.00 0$ 661,220 $ - $ - $ - Public Works Call Center1 5 5 0.00 -5 251,913 255,044 - (255,044) Engineering Services 16 19 16.03 -3 1,118,209 1,509,520 1,107,433 (402,087) Streets & Drainage2 29 29 28.03 -1 1,392,221 1,430,146 1,362,886 (67,260) Traffic Services 9 10 10.03 0 463,973 612,566 641,322 28,756 Total Public Works 64 63 54.09 -9$ 3,887,536 $ 3,807,276 $ 3,111,641 $ (695,635) Community Services: Neighborhood-Youth Services 1 1 1.00 0$ 122,718 $ 115,543 $ 118,548 $ 3,005 Special Projects Admin.4 0.25 0.25 0.25 0 46,460 26,787 27,719 932 Library System 35 35 35.00 0 2,035,947 2,055,484 2,016,861 (38,623) Development Services 24 25 25.00 0 1,486,362 1,569,444 1,512,340 (57,104) Parks and Recreation 19 18 19.00 1 1,977,878 1,825,297 2,003,133 177,836 Total Community Services 79.25 79.25 80.25 1$ 5,669,365 $ 5,592,555 $ 5,678,601 $ 86,046 Support Services: Fiscal Services 14 14 13.00 -1$ 1,047,461 $ 992,597 $ 929,505 $ (63,092) Communications & Marketing 5 5 5.00 0 369,275 372,397 374,666 2,269 Information Technology 15 15 15.00 0 1,115,412 1,142,802 1,188,015 45,213 Human Resources 5 5 5.00 0 375,480 382,795 362,640 (20,155) FFacilit ility SServices i 23 23 22 22.03 03 -11 1 1,170,073 170 073 1 1,131,668 131 668 1 1,170,256 170 256 38 38,588 588 Fleet Services 11 12 11.03 -1 632,702 688,255 643,744 (44,511) Total Support Services 73 74 71.06 -3$ 4,710,403 $ 4,710,515 $ 4,668,826 $ (41,689) General Administration: Executive Services 6 5 5.00 0$ 773,013 $ 728,110 $ 722,762 $ (5,348) Internal Audit 1 1 1.00 0 119,877 121,949 137,066 15,117 City Secretary 7 7 6.00 -1 419,900 390,453 399,157 8,704 Council Services 0 0 0.00 0 971 971 - (971) Legal Services 6 6 6.00 0 582,865 584,807 605,136 20,329 Total General Administration 20 19 18.00 -1$ 1,896,626 $ 1,826,290 $ 1,864,121 $ 37,831
Total General Fund 537.25 536.25 524.40 -11.85$ 38,695,937 $ 39,301,472 $ 39,690,408 $ 388,937
Other Funds: Enterprise Funds: Water Services 35.55 36.55 36.40 0$ 2,176,170 $ 2,155,119 $ 2,218,728 $ 63,609 Wastewater Services 44.45 44.45 44.30 0 2,639,293 2,690,519 2,590,655 (99,864) Solid Waste Fund 46 47 52.15 5 2,354,686 2,477,117 2,698,841 221,724 Airport 0 2 2.00 0 - 131,849 132,162 313 BTU Operations* 187 189 181.00 -8 N/A* N/A* N/A* N/A* Special Revenue Funds: Community Development 5.75 5.75 5.75 0.00 438,110 430,029 427,728 (2,301) Grant Fund 0.00 0.00 4.00 4.00 - - 241,371 241,371 Internal Service Fund: Self Insurance Fund 6 6 6.00 0 416,176 404,571 419,731 15,160 Warehouse 4 4 4.00 0 195,505 193,580 205,151 11,571 Total Other Funds 328.75 334.75 335.60 0.85$ 8,219,940 $ 8,482,784 $ 8,934,367 $ 451,583
Total All Funds 866.00 871.00 860.00 -11.00$ 46,915,877 $ 47,784,256 $ 48,624,775 $ 840,520
1 Moved to the Solid Waste Fund for FY12.
2 Assistant Public Works Director position removed for FY12. *FY10 counts for BTU reflect an accurate number of personnel; FY08/FY09 figures above were inaccurate adopted figures, 188 and 187 are the correct personnel counts for FY08 and FY09, respectively; BTU Operations salaries are excluded so as not to divulge competitive information as outlined in Senate Bill 7. GENERAL FUND OVERVIEW
FUND DESCRIPTION
This fund accounts for resources traditionally associated with governments which are not required to be accounted for in another fund.
During the budget process, it is the General Fund which receives the most scrutiny from city staff, the council, and the public. The attention is deserved because it is this fund that reflects most of the critical issues affecting the community, from establishing a tax rate to determining employee staffing and benefits.
The budget for the General Fund is prepared using the modified accrual basis of accounting. Under this basis of accounting, revenues are recognized when they become both measurable and available to finance expenditures of the current period except where the accrual basis is specified by Generally Accepted Accounting Principles (GAAP). Revenues are considered to be available when they are collected within the current period or soon thereafter to pay liabilities of the current period. Expenditures in the governmental funds are recognized in the period in which the liability is incurred, if measurable.
The following narrative reports the major aspects of the General Fund budget for both concluding and new fiscal years. Operational accomplishments and goals are reported in the department narratives.
FISCAL YEAR 2012 REVENUES
Revenues proposed for the 2012 Fiscal Year are $$40,864,328. This represents a decrease of $$768,310 ($1.8%) from the FY2011 adopted budget of $41,632,638. General Fund revenues are comprised of taxes, charges for services, intergovernmental transfers, municipal court fines, and other sources.
Property tax revenue (including delinquent property tax receipts and penalty and interest received on property tax) is expected to increase $179,205, due in large part to shifting a portion of property taxes from the debt service fund. The maintenance and operations portion of the tax rate will be $0.440567.
Combined tax revenues of $30,533,692, include sales tax receipts of $14,893,935 and property taxes of $15,639,637, and comprise 74.7% of General Fund revenue. Sales tax revenue is budgeted at a 1% increase above the FY2011 ending estimate of $14,746,500. Other revenue sources include franchise fees, licenses and permits, grants, charges for services, fines, operating income and miscellaneous income. Detailed amounts for these sources can be found on the General Fund Summary of Revenues.
FISCAL YEAR 2012 EXPENDITURES
General Fund expenditures, net of administrative reimbursements, for FY2012 are proposed at $50,633,125.
General Fund expenditures are categorized by operational function.
Public Safety • Municipal Court • Fire Services and Emergency Operations • Police Department Public Works • Engineering • Call Center • Drainage & Streets • Traffic Community Services • Parks and Recreation • Library Services Development Services • Development Services • Community Development Administration GENERAL FUND OVERVIEW
Support Services • Fiscal Services o Budget o Purchasing • Information Technology • Human Resources • Facilities Administration • Fleet Administration General Government • Executive • Internal Audit • Communications & Marketing • City Secretary • City Council • Neighborhood/Youth Services • Legal • Non-departmental • Administrative Reimbursement for the cost of service provided to other funds is recognized as a reduction to expenditures in the General Fund.
Expenditures by category include salaries & benefits, supplies, maintenance and services, miscellaneous, capital outlay, debt service, and transfer out. Administrative reimbursements are a reduction to expenditures in the General Fund. The following graph provides a distribution of appropriated funds by operational function. Departmental summary pages provide budgeted detail by function and category.
Expenditures by Function Expenditures by Category
FUND BALANCE
The FY2012 General Fund projected beginning fund balance on October 1, 2012 is $11,293,187. Because proposed revenues exceed expenses in FY2012, it is anticipated that the fund balance will increase by $938,252. This fund balance meets the City Council’s established threshold of sixty (60) days of expenses, net of transfers. Additionally, the Ending Unassigned Fund Balance of $9,726,111, as calculated in compliance with Government Accounting Standards Board (GASB) Statement No. 54, exceeds the 60 day fund balance policy amount of $8,438,854 by $1,287,257.
CITY OF BRYAN, TEXAS General Fund Summary FY2012 Adopted Budget
% Change FY 2010 FY2011 FY2011 FY2011 FY2012 from FY11 Actuals Adopted Revised Projected Adopted Adopted Revenues: City Sales Tax$ 14,608,410 $ 14,862,500 $ 14,746,500 $ 14,746,500 $ 14,893,965 0.2% Property Tax 15,512,614 15,460,432 15,460,432 15,530,182 15,639,637 1.2% Franchise Fees 2,071,337 1,935,000 1,935,000 1,983,544 1,963,127 1.5% Licenses & Permits 572,572 610,599 610,599 572,819 565,965 ‐7.3% Grants & State Shared Tax 2,000,400 1,831,597 1,969,262 1,948,403 1,351,985 ‐26.2% Charges for Services 4,528,545 4,270,734 4,070,734 3,624,088 3,910,223 ‐8.4% Fines 1,866,467 1,926,980 1,926,980 1,938,460 1,968,450 2.2% Operating Income 112,642 109,000 109,000 20,556 ‐ ‐100.0% Miscellaneous 522,468 625,796 625,796 545,383 570,975 ‐8.8% Proceeds ‐ GFA Disposition 143,309 ‐ ‐ 12,000 ‐ N/A Total Revenues$ 41,938,764 $ 41,632,638 $ 41,454,303 $ 40,921,935 $ 40,864,328 ‐1.8%
Expenditures: Public Safety 27,072,593 27,224,007 27,368,306 27,283,146 26,986,233 ‐0.9% Public Works 5,929,207 6,302,859 6,549,595 5,809,039 4,875,210 ‐22.7% Community Services 8,641,341 8,535,624 8,770,123 8,582,911 8,582,584 0.6% Support Services 7,200,105 7,282,973 7,803,405 7,397,111 7,095,894 ‐2.6% General Administration 6,791,759 7,100,196 7,567,393 7,535,845 6,608,907 ‐6.9% Administrative Reimbursements (3,990,430) (3,717,575) (3,717,575) (3,642,575) (3,515,703) ‐5.4% Total Expenditures$ 51,644,575 $ 52,728,084 $ 54,341,247 $ 52,965,477 $ 50,633,125 ‐4.0%
Other (Uses)/Sources Transfers in/ROW Pmts$ 10,915,998 $ 11,495,012 $ 11,495,012 $ 11,495,012 $ 10,707,049 ‐6.9%
Total Expenditures/Other Uses/(Sources)$ 40,728,577 $ 41,233,072 $ 42,846,235 $ 41,470,465 $ 39,926,076 ‐3.2%
Net Increase/(Decrease) $ 1,210,187 $ 399,566 $ (1,391,932) $ (548,530) $ 938,252 134.8%
Beginning Fund Balance 10,631,532 10,631,532 11,841,717 11,841,717 11,293,187 6.2%
Ending Fund Balance$ 11,841,717 $ 11,031,098 $ 10,449,785 $ 11,293,187 $ 12,231,439 10.9%
Fund Balance Reserve Requirement: (Sixty days operating expenses)$ 8,607,429 $ 8,788,014 $ 9,056,875 $ 8,827,580 $ 8,438,854 ‐4.0%
Ending Fund Balance $ 11,841,717 $ 11,031,098 $ 10,449,785 $ 11,293,187 $ 12,231,439 10.9% Estimated encumbrances/assignments $ ‐ $ (2,684,753) $ ‐ $ ‐ $ (1,200,000) ‐55.3% Encumbrances$ (2,258,428) $ ‐ ‐$ ‐ $ ‐ N/A Other assignments$ (1,305,328) $ ‐ $ (1,305,328) $ (1,305,328) $ (1,305,328) N/A Ending Unassigned Fund Balance $ 8,277,961 $ 8,346,345 $ 9,144,457 $ 9,987,859 $ 9,726,111 16.5% General Fund Summary of Revenues FY2012 Adopted Budget
Incr/(Decr) % Change FY2010 FY2011 FY2011 FY2011 FY2012 from FY2010 from FY2010 Actual Adopted Amended Projected Adopted Adopted Adopted Revenues: Taxes: City Sales Tax$ 14,608,410 $ 14,862,500 $ 14,746,500 $ 14,746,500 $ 14,893,965 $ 31,465 0.2% Property Tax* 15,512,614 15,460,432 15,460,432 15,639,720 15,639,720 179,288 1.2% Franchise Fees 2,071,337 2,218,752 2,218,752 1,962,982 1,935,000 (283,752) -12.8% Bingo Tax 195,970 195,941 195,941 195,900 200,000 4,059 2.1% Mixed Drink Tax 72,777 74,128 74,128 74,000 75,000 872 1.2% Sub Total Taxes $ 32,461,108 $ 32,811,753 $ 32,695,753 $ 32,619,102 $ 32,743,685 $ (68,068) -0.2% Licenses & Permits: Business$ 48,013 $ 28,545 $ 28,545 $ 40,453 $ 40,015 $ 11,470 40.2% Non-Business Permits 539,718 661,225 661,225 569,884 570,584 (90,641) -13.7% Sub Total Licenses & Permits $ 587,731 $ 689,770 $ 689,770 $ 610,337 $ 610,599 $ (79,171) -11.5% Grants: Federal$ 505,114 $ - $ 472,209 $ 653,923 $ 375,000 $ 375,000 N/A State 85,834 - - 58,282 60,330 60,330 N/A Local Government 981,917 1,041,920 1,041,920 1,041,920 1,086,267 44,347 4.3% Private 36,435 35,000 35,000 34,079 35,000 - 0.0% Sub Total Grants $ 1,609,300 $ 1,076,920 $ 1,549,129 $ 1,788,204 $ 1,556,597 $ 479,677 44.5% Charges for Services: General Government$ 116,301 $ 117,917 $ 117,917 $ 117,603 $ 118,700 $ 783 0.7% Public Safety 923,006 770,568 770,568 843,831 847,800 77,232 10.0% Sanitation 58,975 96,941 96,941 32,000 40,000 (56,941) -58.7% Health 2,097,692 1,516,642 1,516,642 1,410,500 1,541,000 24,358 1.6% Recreation 1,870,445 1,574,485 1,574,485 1,630,650 1,655,600 81,115 5.2% Library 62,486 62,936 62,936 62,839 67,634 4,698 7.5% Sub Total Charges for Services $ 5,128,905 $ 4,139,489 $ 4,139,489 $ 4,097,423 $ 4,270,734 $ 131,245 3.2% Other Income: Fines$ 1,701,325 $ 1,803,151 $ 1,803,151 $ 1,985,496 $ 1,926,980 $ 123,829 6.9% Operating Income 108,683 359,738 359,738 309,900 361,000 1,262 0.4% Miscellaneous 560,298 438,874 438,874 650,000 373,797 (65,077) -14.8% Proceeds - GFA Disposition 193,451 - - - - - N/A Sub Total Other Income $ 2,563,757 $ 2,601,763 $ 2,601,763 $ 2,945,396 $ 2,661,777 $ 60,014 2.3% Total Revenues$ 42,350,801 $ 41,319,695 $ 41,675,904 $ 42,060,462 $ 41,843,392 $ 523,697 1.3%
*Includes Current Property Taxes ($15,279,776), Delinquent Property Taxes ($239,271), and Penalty and Interest on Tax ($227,379) General Fund Summary of Expenditures by Department FY2012
Incr/(Decr) % Change FY2010 FY2011 FY2011 FY2011 FY2012 from FY2011 from FY2011 Actual Adopted Amended Projected Adopted Adopted Adopted General Government Executive Services 1,109,619 1,039,599 1,041,191 1,012,735 1,018,303 (21,296) -2.0% Internal Audit 122,788 126,559 126,559 123,610 141,794 15,235 12.0% City Secretary 493,569 539,461 586,675 514,403 601,228 61,767 11.4% City Council Services 194,896 274,143 276,007 263,991 233,323 (40,820) -14.9% Communications & Marketing 422,909 431,989 431,989 336,018 434,355 2,366 0.5% Neighborhood & Youth Svcs. 133,788 141,756 144,756 142,333 144,977 3,221 2.3% Legal Services 616,225 643,815 643,815 638,180 664,249 20,434 3.2% Sub Total General Government $ 3,093,794 $ 3,197,322 $ 3,250,992 $ 3,031,270 $ 3,238,229 $ 40,907 1.3% Payments to Other Agencies 4,254,615 4,476,619 4,893,147 4,982,926 3,950,010 (526,609) -11.8% Adminstrative Reimbursements1 (3,990,430) (3,717,575) (3,717,575) (3,642,575) (3,515,703) 201,872 -5.4% General Government Net of Admin Reimb. $ 3,357,979 $ 3,956,366 $ 4,426,564 $ 4,371,621 $ 3,672,536 $ (283,830) -7.2%
Support Services Fiscal Services 1,190,526 1,305,669 1,305,719 1,174,722 1,229,318 (76,351) -5.8% Information Technology 2,384,245 2,309,215 2,877,084 2,857,679 2,239,800 (69,415) -3.0% Human Resources 558,329 600,275 600,275 584,891 559,570 (40,705) -6.8% Facilities Administration 1,954,587 1,873,667 1,873,667 1,821,846 1,911,074 37,407 2.0% Fleet Administration 689,556 762,158 714,671 621,955 721,778 (40,380) -5.3% Sub Total Support Services $ 6,777,243 $ 6,850,984 $ 7,371,416 $ 7,061,093 $ 6,661,540 $ (189,444) -2.8%
Development Services Development Services 1,671,516 1,854,514 1,854,514 1,780,423 1,685,805 (168,709) -9.1% Community Development Admin2 29,621 26,920 26,920 26,920 28,137 1,217 4.5% Sub Total Development Services $ 1,701,137 $ 1,881,434 $ 1,881,434 $ 1,807,343 $ 1,713,942 $ (167,492) -8.9%
Public Safety Municipal Court$ 1,142,810 $ 1,299,112 $ 1,299,112 $ 1,278,931 $ 1,328,896 $ 29,784 2.3% Police 14,910,815 14,509,898 14,603,311 14,602,296 14,645,654 135,756 0.9% Fire & Emergency Ops. Center 11,018,968 11,414,997 11,465,882 11,401,919 11,011,683 (403,314) -3.5% Sub Total Public Safety $ 27,072,593 $ 27,224,007 $ 27,368,305 $ 27,283,146 $ 26,986,233 $ (237,774) -0.9%
Public Works Public Works Admin. ------N/A Engineering 1,507,772 1,665,324 1,665,324 1,508,298 1,213,594 (451,730) -27.1% Public Works Call Center 238,797 265,739 265,739 250,286 - (265,739) -100.0% Streets & Drainage3 2,420,778 2,716,731 2,717,639 2,151,651 2,007,064 (709,667) -26.1% Traffic4 1,761,860 1,655,065 1,900,893 1,898,804 1,654,552 (513) 0.0% Sub Total Public Works $ 5,929,207 $ 6,302,859 $ 6,549,595 $ 5,809,039 $ 4,875,210 $ (1,427,649) -22.7%
Community Services Real Estate Services5 ------N/A Library Services 2,461,950 2,419,254 2,445,266 2,410,107 2,366,306 (52,948) -2.2% Parks & Recreation 4,344,466 4,093,180 4,298,667 4,223,128 4,357,359 264,179 6.5% Sub Total Community Services $ 6,806,416 $ 6,512,434 $ 6,743,933 $ 6,633,235 $ 6,723,665 $ 211,231 3.2%
Total Expenditures$ 51,644,575 $ 52,728,084 $ 54,341,247 $ 52,965,477 $ 50,633,125 $ (2,094,959) -4.0%
Other Uses/(Sources): Transfers In/ROW Payment6 $ (10,915,998) $ (11,495,012) $ (11,495,012) $ (11,495,012) $ (10,707,049) $ 787,963 -6.9%
Total Expenditures/Other Uses/(Sources)$ 40,728,577 $ 41,233,072 $ 42,846,235 $ 41,470,465 $ 39,926,076 $ (1,306,996) -3.2%
1 Administrative reimbursements are reflected as reductions to expenditures. 2 Community Development Admin was formerly called Special Projects 6 Transfers In/ROW Payments are reflected as Other Uses/(Soucres) Executive Services
Mission Statement Fiscal Year 2012 Goals and Objectives
The mission of the Executive Services Department is to • Provide ways for citizens to have the opportunity to provide support to the City Council and provide direction to voice opinions through public hearings and meetings, staff based upon City Council policy. Executive Services is surveys, etc. responsible for managing all city operations while ensuring • Maintain fund reserve of at least 60 days of operating activities are done legally and expenditures are made with expenditures/expenses. fiduciary responsibility. • Provide comprehensive CIP information to City Council on a regular basis. Strategic Initiatives • Conduct at least one Management Team Retreat to further enhance communication within the organization. • City Council policy direction is effectively and • Provide weekly reports to the City Council. accurately communicated to staff. • Continue to implement plans for strategic initiatives as • An environment is created where diversity is valued outlined in the strategic plan. and ethical, moral and legal conduct is fostered within • Continue to assist with economic development the organization. initiatives. • Citizens are involved in community-wide decision • Attend all City Council meetings. making processes. • Respond to citizen concerns within 24 hours. • Citizen needs and issues are addressed in a responsive, equitable, and courteous manner. • City Council is well-informed for their decision-making responsibilities. • Staff members are treated fairly, with respect, and are provided with a safe working environment. • Public funds and assets are managed in a fiscally responsible manner. • Staff maintains a consistently high quality of work and is encouraged to develop and improve performance. • Future needs of the organization and/or community are identified and strategically planned. • The strategic plan is followed and appropriately acted upon.
Fiscal Year 2011 Accomplishments
• Provided City Council with 52 weekly reports of organizational activities. • Successfully completed 2011 Bryan Leadership Academy. • Reviewed Capital Improvement Plans (CIPs) and provided Council with a 5-year CIP. • Attended the following board/committee meetings: Bryan Business Council (BBC), Coulter, TIRZ Boards, Animal Shelter Advisory Committee, Brazos County Health Department, Intergovernmental Committee (IGC), Brazos Valley Wide Area Communication System (BVWACS), Chamber of Commerce, Family Solutions, Brazos Valley Solid Waste Management Agency (BVSWMA), Bryan-Brazos County Economic Development Foundation (BBCEDF), COB/BISD, Community Development Advisory Committee (CDAC), BTU, Research Valley Partnership (RVP), Library Board, and Parks Board. • Provided City Council with weekly updates concerning citizen complaints and comments, as well as how those issues were addressed. • Investigated issues brought to our attention by Council members and informed Council of those concerns. • Implemented plans for strategic initiatives as outlined in the strategic plan. Executive Services
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 791,376 $ 728,110 $ 728,110 $ 820,845 $ 722,762 Supplies 20,661 27,750 27,750 13,365 24,100 Maintenance & Services 140,843 213,039 213,039 154,388 205,011 Miscellaneous/Admin Reimb 156,739 70,700 72,292 24,137 66,430 Total Expenses$ 1,109,619 $ 1,039,599 $ 1,041,191 $ 1,012,735 $ 1,018,303
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted City Manager 1 1 1 1 1 Deputy City Manager 2 2 2 2 2 Economic Development Planner 1 - - - - Executive Services Assistant 2 2 2 2 2 Total 6 5 5 5 5 FY2011: Moved Economic Development 1 Planner to Development Services
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted # of days operating expenses in General Fund reserve 60 60 60 60 60 # of updates to City Council on CIP Progress 52 52 52 52 52 # of Management Team Retreats 22211 # of weekly City Manager's Reports to Council 52 52 52 52 52 # of meetings with COCS/Brazos County 12 12 12 12 12 # of meetings with BISD 12 12 12 12 12 # of meetings with Chamber of Commerce/RVP 24 24 24 24 24 # of Community Meetings 44466 # of Council Retreats 24422 # of Council Candidate Orientations held 11100 # of New Council Member Orientations held 11100 Communications & Marketing
Mission Statement Fiscal Year 2012 Goals and Objectives
The mission of the Communications & Marketing • Continue to expand the Good Life, Texas Style brand – department is to provide the citizens of Bryan and local focusing on marketing initiatives that will improve the media timely information, whether educational or City’s image. emergency in nature. • Adapt communications and marketing messages to languages other than English. Strategic Initiatives • Submit for and receive state-wide and national recognition for our Communications and Marketing • Provide prompt responses to the needs of citizens, initiatives. visitors, and local media. • Focus marketing initiatives on Biomedical Corridor • Proactively provide positive information about Bryan. area. • Provide residents, visitors, and media with multiple • Continue to utilize the website, television channel and methods of accessing information about Bryan. other City operated mediums to communicate messages and market the City to residents and others. Fiscal Year 2011 Accomplishments • Strive to keep media mentions of the City of Bryan in a positive light. • Received three national awards, five state-wide awards and two local awards for Communications and Marketing efforts – including video, print and website productions. • Produced bi-weekly television show Bryan: Living & Learning, a marketing initiative that highlights Bryan and Bryan ISD. The shows have received thousands of views online. • Produced Downtown Bryan: An Oral History which has become our most-watched and most-requested video ever. • Launched our most targeted marketing initiative in years with the “Good Life, Texas Style” webkeys, website, and print materials. • Created or redesigned over 10 original websites that help our citizens find information about City programs and events more readily. • Members of our staff made over 25 live appearances on KBTX to promote City of Bryan events or programs. • Created marketing materials for Bank On Brazos Valley – including a website, posters, brochures, videos, and press releases. • Members of our staff made nearly 150 live radio appearances that went out to five different local radio stations (WTAW, KORA, KKYS, KAGG, KNFX). • Produced the annual report for the Bryan Police Department and due to a release-date change, two annual reports for Bryan Texas Utilities. • Created numerous video Public Service Announcements for marketing or educational purposes. • Sponsored several Texas A&M sporting events. • Facilitated numerous story pitches and contacts with the media to ensure accurate, timely information is distributed to the public. • Assisted in planning and promoting such events as the Lights On! Downtown lighting ceremony, the Mayor’s Downtown Impact Award, Texas Reds Steak & Grape Festival, and Lemonade Day. • Assisted Bryan Texas Utilities with marketing and education outreach – producing television public service announcements and educational videos on AMI. • Led an effort to upgrade the audio system in the Council Chambers, which includes a back-up system in the event of failures. Communications & Marketing
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 359,964 $ 372,397 $ 372,397 $ 264,648 $ 374,666 Supplies 9,336 9,050 9,050 7,900 9,050 Maintenance & Services 8,010 10,205 10,205 8,370 10,302 Miscellaneous/Admin Reimb 45,599 40,337 40,337 55,100 40,337 Total Expenses$ 422,909 $ 431,989 $ 431,989 $ 336,018 $ 434,355
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Communications Director 1 1 1 1 1 Communications/Marketing Specialist 1 1 1 1 1 Video Production Specialist 2 2 2 2 2 Webmaster/Multimedia Specialist 1 1 1 1 1 Total 5 5 5 5 5
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Number of press releases issued 525 300 420 420 420 Number of public service announcements 41 30 25 25 25 Number of Bryan Living and Learning segments 25 25 25 25 25 Number of media contacts 600 600 600 600 600 Number of meetings with Texas A&M organizations 10 10 10 10 10 Number of new initiatives implemented for positive promotion of COB 25 25 25 25 25 Number of initiatives or advertisements used to promote Downtown Bryan 25 25 25 25 25 Number of media interview training sessions offered to directors 5 5 5 5 5 Neighborhood & Youth Services
Mission Statement
The mission of Neighborhood Services is to improve the • Partnered with Texas A&M University Parks & quality of life in the City of Bryan by promoting and Recreation Class to explore youth development facilitating citizen communication, participation, and strategies for Bryan youth. Hosted a presentation from involvement in local governance through the organization those students to the Neighborhood/Youth Services and registration of neighborhood and/or homeowner Advisory Board on April 28, 2011. associations with the City of Bryan's Neighborhood • Assisted in facilitating meetings to kick off and support Association Partnership Program (NAPP). Lemonade Day in Bryan and College Station. • Participated with Mayor Bienski in a National League of The mission of Youth Services is to contribute to the Cities (NLC) workshop during the 2010 Congress of healthy and pro-social development of all youth in the City Cities in Denver, Colorado. of Bryan through programs which will provide positive • Joined the P-16 and Achieving the Dream initiatives at experiences and outcomes in a safe environment. Blinn College to promote post secondary education in local residents. Strategic Initiatives • Became a member of the President’s Council on Climate and Diversity at Texas A&M University. • Establish partnerships with youth serving organizations • Served as a member of the Decent Affordable, Safe in the City of Bryan, especially Bryan ISD, to support Housing committee (D.A.S.H.). youth programs, and provide technical assistance to other youth serving agencies. Fiscal Year 2012 Goals and Objectives • Conduct community presentations about developmental needs and recognize youth in Bryan for • Continue to register more neighborhood associations in positive achievements. fiscal year 2012. • Utilize youth in leadership roles by establishing and • Implement and evaluate the Social Inclusion action supporting youth to serve on the City of Bryan's Youth network plan for Bryan in reducing poverty and other Advisory Committee. targets. • Work with youth serving organizations to increase their • Work with the Bush School students to evaluate the participation in the Youth Neighborhood Association success of Bank On Brazos Valley. Partnership Program (YNAPP) and encourage youth service involvement in neighborhood organizations. • Focus on the support of early care and education initiatives for children and youth in Bryan. • Support initiatives that help Bryan families achieve financial stability and improve their quality of life. • Support the organization and registration of neighborhood associations with the City of Bryan. • Support registered neighborhood associations applying for and receiving matching grants for neighborhood improvement projects. (This strategic initiative is on hold for budgetary reasons.) • Provide ongoing feedback through newsletters and the City of Bryan’s website on neighborhood association news and happenings in Bryan. • Work with other health and human service organizations in the community to develop and implement a social inclusion framework for reducing poverty and its effects on citizens in Bryan.
Fiscal Year 2011 Accomplishments
• Launched Bank On Brazos Valley on March 24, 2011. • Hosted a Poverty Reduction workshop in February 10 & 11, 2011 with the Bush School of Government. • Created the Social Inclusion Action Network to develop targeted strategies to alleviate poverty in Bryan (particularly in Single Member District (SMD) #2). Bryan is one of the few cities in the U.S. utilizing this framework to address poverty. Neighborhood & Youth Services
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 112,407 $ 115,543 $ 115,543 $ 115,543 $ 118,548 Supplies 343 2,125 2,125 2,348 2,125 Maintenance & Services 6,699 5,298 5,298 5,298 5,514 Miscellaneous/Admin Reimb 14,339 18,790 21,790 19,144 18,790 Total Expenses$ 133,788 $ 141,756 $ 144,756 $ 142,333 $ 144,977
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Neighborhood Youth Services Manager 1 1 1 1 1 Total 1 1 1 1 1
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted # of youth receiving new adult mentors 125 130 115 115 125 # of BISD students involved in internships % job shadowing 120 125 85 85 125 # of Poverty Reduction Peer Network Conference Calls 66666 % increase in literacy by providing books through 1st Book 15% 15% 10% 10% 15% # of presentations to community groups 43 45 35 40 45 # of neighborhood associations registered 40 48 40 42 42 # of neighborhood associations utilizing matching grant funds 05000 # of neighborhood associations utilizing YNAPP matching grant 05222 # of City Wide Neighborhood Forums held 01011 Increase in # of mentors in B/CS Family Partners Program 35 40 10 10 10 % increase in low income families that are part of "Bank On It" 20% 20% 0% 20% 25% Increase in # of families involved in financial literacy education 20 50 50 50 75 # of youth in early reading project w/ Crockett Elementary School, Head Start, & Bryan Library 0 125 0 0 125 Development of the Youth Advisory Commission 12 12 12 12 12 B/CS Family Solutions Program Involvement 40 40 40 40 40 Internal Audit
Mission Statement
The Office of the City Internal Auditor assists the City Council and citizens in ensuring that City government is accountable, transparent, and cost effective.
Strategic Initiatives
• Ensure effectiveness of controls and accuracy of financial records by performing independent, objective compliance audits. • Promote efficient City operations through implementation of a comprehensive program of fraud and waste prevention.
Fiscal Year 2011 Accomplishments
• Received Fraud Hotline reports, investigated, and reported results to Audit Committee. • Performed Special Assignments per Council guidance.
Fiscal Year 2012 Goals and Objectives
• Perform compliance and efficiency audits per Audit Committee guidance. • Support Council by performing special assignments and investigations.
Internal Audit
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 120,396 $ 121,949 $ 121,949 $ 121,949 $ 137,066 Supplies 465 563 563 465 563 Maintenance & Services 1,138 2,547 2,547 1,196 2,665 Miscellaneous/Admin Reimb 789 1,500 1,500 - 1,500 Total Expenses$ 122,788 $ 126,559 $ 126,559 $ 123,610 $ 141,794
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Internal Auditor 1 1 1 1 1 Total 1 1 1 1 1
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Number of Audit Committee Meetings 55555 Number of Audit Reports and Memos 55555 City Secretary
Mission Statement
The mission of the City Secretary department is to support, • Successful training of new Records Management facilitate and strengthen the City of Bryan governmental Coordinator. process by assisting the City Council in fulfilling its duties • Monitored filed legislation during 2011 Texas and responsibilities, improving public access to municipal Legislative Session. records and other information, enhancing the public • Coordinated Council’s annual volunteer reception. participation in municipal government processes, • Assisted Police Department with Commission on safeguarding and enriching the municipal election and Accreditation for Law Enforcement Agencies (CALEA) records management processes, providing continuity for follow-up accreditation relative to records management. Bryan city government by recording its legislative actions, • Served as interim records custodian for BVSWMA, Inc. both contemporary and archival, serving as historian for the • Adopted and implemented new records retention City of Bryan, and serving as the local registrar for Bryan schedules as set out by State of Texas. residents by proper recordation and filing of birth and death • Implemented new technologies at Municipal Court to records. improve efficiencies and collections.
Strategic Initiatives Fiscal Year 2012 Goals and Objectives
• Provide efficient records management program. • Continue to facilitate successful redistricting process • Provide excellent Vital Statistics services. following 2010 Census. • Administer successful elections in accordance with • Successful preclearance of new districting plan by U.S. state, federal and local law. Department of Justice. • Provide timely, efficient responses to open records • Continue expansion of Teen Court in Schools Program. requests. • Receive Five Star Award from State of Texas for • Provide prompt processing of official documents. Excellence in Vital Statistics reporting. • Provide prompt preparation of Council agendas and • Successfully administer elections. packets. • Coordinate annual volunteer reception. • Monitor and oversee Council’s legislative priorities. • Host city wide neighborhood association forum. • Ensure efficient, timely posting and publication of legal • Assist with Bank On initiative. notices. • Provide required Texas Open Meetings Act Training to new Councilmembers, board, committee and commission members. • Assist City Council with accomplishment of strategic initiatives.
Fiscal Year 2011 Accomplishments
• Developed redistricting plan following the 2010 census, including solicitation of public input. • Successful administration of elections . • Received the Five Star Award from State of Texas for excellence in vital statistic reporting. • Cited for Exemplary Examples of Best Practices in Local Registrar Audit Program. • Continued implementation of city-wide volunteer program. • Continued expansion of Neighborhood Association Partnership Program. • Continued expansion of Teen Court in the Schools Program to include Long and Rayburn Middle Schools and Bryan Collegiate High School. • Continued preservation of City’s archival records, expanded repository of public records and continued expansion of City’s imaging/document records management program in various offices. • Conducted Texas Open Meetings Act training for newly appointed boards, committee and commission members. City Secretary
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 410,098 $ 390,453 $ 390,453 $ 390,453 $ 399,157 Supplies 15,050 26,694 26,694 26,694 26,694 Maintenance & Services 13,248 19,035 19,035 16,035 19,211 Miscellaneous/Admin Reimb 55,173 103,279 150,493 81,221 156,166 Total Expenses$ 493,569 $ 539,461 $ 586,675 $ 514,403 $ 601,228
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted City Secretary 1 1 1 1 1 Assistant City Secretary 1 1 1 1 1 Council Services Assistant 1 1 1 1 1 Records Management Coordinator 1 1 1 1 1 Records/Scanning Technician1 1 1 - - - Vital Statistics Technician 1 1 1 1 1 Citizen Information/Service Clerk 1 1 1 1 1 Total 7 7 6 6 6
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Successful elections - 2 1 2 2 Number of Submissions to the Dept. of Justice - 3 3 3 3 Number of Departments using Laserfiche 24 25 25 25 25 Number of paper copies provided for open records requests 11,558 3,200 3,200 25,000 10,000 Number of records converted to electronic format 479,912 405,000 405,000 450,000 450,000 Number of Departmental Records Audits Performed 3 2 2 2 2 Number of timely agendas and minutes prepared 90 90 90 90 90 Number of Texas Open Meetings Act (TOMA)Training 3 3 3 3 3 Number of Candidate Orientations Conducted 1 1 1 - 1 Number of New Councilmember Orientations Conducted 1 1 1 - 1 Number of Residential Neighborhood Conservation Petitions Filed - 5 5 3 3 Number of Legislative Bills Tracked 133 1,000 1,000 1,000 1,000 Number of Volunteer Hours Logged 5,493 5,000 5,000 6,000 6,000 Total Value of Donation from Volunteers $103,094$ 93,850 $ 93,850 $ 112,620 $ 112,620 Number of certified birth records processed 3,896 5,000 5,000 4,000 4,000 Number of death records processed 4,911 5,700 5,700 5,000 5,000 Percentage of 2010 Census Redistricting Plan - 80% 60% 40% 0% Council Services
Vision Statement Fiscal Year 2011 Accomplishments
Bryan is a thriving, diverse, historic city where people are • Conducted strategic planning session. proud of their heritage, compassionate to one another, and • Held joint meetings with various Council appointed enjoy their family oriented community to the fullest. boards, committees and commissions. • Commenced redistricting process following the 2010 Mission Statement census. • Hosted annual Council volunteer reception. The City of Bryan is committed to providing financially efficient municipal services to improve the quality of life and Fiscal Year 2012 Goals and Objectives develop a community where all citizens are proud to live. • Complete redistricting process. Strategic Initiatives • Order special election. • Hold annual strategic planning session. • Image: Our citizens are proud of where they live and • Hire City Manager. Bryan is recognized as a city that offers an outstanding quality of life. • Infrastructure: Maintain the existing, upgrade the deficient and plan for future demands. • Growth: Provide, maintain and promote a healthy economic environment for quality residential, commercial and retail growth with a focus on community needs. • Diversity: All citizens are involved to ensure participation in governance and the community. • Public Safety: Residents of Bryan live in a safe, aesthetically pleasing community where their lives and property are protected through efficient public safety services. • Education: All citizens are informed and educated about city issues, policies and initiatives and the education needs of the community are met by educational entities.
Council Services
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 77 $ 971 $ 971 $ 59 $ - Supplies 8,893 11,500 5,000 5,000 5,000 Maintenance & Services 143,205 141,032 141,032 141,792 141,183 Miscellaneous/Admin Reimb 42,721 120,640 129,004 117,140 87,140 Total Expenses$ 194,896 $ 274,143 $ 276,007 $ 263,991 $ 233,323
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted No Staffing-staffing included in City Secretary Budget N/A N/A N/A N/A N/A
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Number of Strategic Initiatives 6 6 6 6 6 Number of Strategic Planning Sessions 3 3 3 2 2 Number of Bryan Commerce & Development Board Mtgs 18 20 20 20 20 Number of Conferences, Special Receptions or Events Attended 361 100 100 350 350 Participation in 2010 Count Activities 100% 100% 100% 0% 0% Number of Board/Committee/Commission Applications Rec'd. 103 150 150 150 150 Number of Board/Committee/Commission Appointments 65 55 55 65 65 Number of Proclamations Prepared 67 75 75 70 70 Municipal Court
Mission Statement Fiscal Year 2012 Goals and Objectives
The mission of Municipal Court is to serve the public in a • Improve court processing and means by which fair, efficient and accountable manner while contributing to defendants can pay their outstanding fines by adding the quality of life in our community by impartially more technology capabilities. administering justice. • Improve the bonding out process at the jail for class C misdemeanants by adding a credit card process. Strategic Initiatives • Improve the security of citizens, defendants and court staff by purchasing and implementing a front door • Provide efficient case flow management to ensure that security screening system. every litigant receives procedural due process and equal protection. • Provide efficient processing of citations filed with the court by various agencies. • Provide prompt processing of the court's writs and warrants. • Continue to investigate and evaluate means by which Information Technology can improve court operations and the quality of justice. • Execute warrants in an efficient, timely manner.
Fiscal Year 2011 Accomplishments
• No major security breaches occurred at the court while open to the public. • Purchased and deployed electronic citation writers, mutually benefitting the Court and Police departments. • Upgraded the court’s version of Tele-Works for out bound computerized calls, local and long distance, as well as provided IVR capability for citizens to access the court’s database. Also, expanded the on-line and telephone payment base for defendants to pay remotely. • Participated in the Great State of Texas Warrant Roundup to clear additional outstanding warrants. • Purchased and implemented twelve new computers and six counter receipt printers within the clerk’s office to improve case processing and customer processing at the counter. • Continued education with previously established Teen Courts at Bryan, Rudder and Collegiate High Schools, and middle schools. . Municipal Court
Municipal Court FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 772,842 $ 834,443 $ 834,443 $ 820,798 $ 873,811 Supplies 29,741 38,337 38,337 36,806 38,674 Maintenance & Services 207,647 238,262 238,262 233,257 241,494 Miscellaneous/Admin Reimb 132,580 188,070 188,070 188,070 174,917 Total Expenses$ 1,142,810 $ 1,299,112 $ 1,299,112 $ 1,278,931 $ 1,328,896
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Municipal Court Manager 1 1 1 1 1 City Marshal/Bailiff 4 4 4 4 4 Deputy Court Clerk 7 7 7 7 7 Municipal Court Administrative Assistant 1 1 1 1 1 Warrant Technician 1 1 1 1 1 Juvenile Case Coordinator 1 1 1 1 1 Community Services Coordinator 1 1 1 1 1 Total 16 16 16 16 16
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Percent of warrant service targets achieved 109% 90% 90% 90% 90% Number of warrants served 4,353 4,000 4,000 3,500 3,500 Revenue collected on outstanding warrants $ 621,264 $ 550,000 $ 550,000 $ 500,000 $ 500,000 Average number of days to process citations 44 4 4 4 Number of cases filed 16,228 16,000 16,000 16,000 16,000 Number of community service cases 494 450 450 400 400 Number of warrants issued 4,554 4,000 4,000 3,000 3,000 Number of Teen Court sessions 34 70 70 30 30 Legal Services
Mission Statement
The mission of the Legal department is to provide high quality legal services to assist the City of Bryan in achieving lawful objectives.
Strategic Initiatives
• Maintain effective communication with elected and appointed officials, staff, and the public. • Assure that legal advice is accurate, timely, and meets client needs. • Verify that contracts prepared by third-parties and reviewed by Legal Services are valid and enforceable. • Attest that City ordinances and agenda items are thoroughly and promptly reviewed.
• Recruit and retain a qualified legal staff.
Fiscal Year 2011 Accomplishments
• The City Attorney’s Office has successfully handled
cases in both civil and criminal courts and has
effectively worked with and advised other City
departments.
• Assisted with property acquisitions in downtown.
Fiscal Year 2012 Goals and Objectives
• Deliver high quality, cost effective legal services that are responsive to the City’s adopted policies, goals, and objectives. • Provide responsive and preventative legal services to assist the City in minimizing its financial exposure to claims and lawsuits by involving attorneys early in project development, increasing accessibility of attorneys to departments and divisions, and informing department directors and division managers on how to use attorneys effectively to accomplish goals and objectives. • Provide legal advice and guidance to the City, its elected and appointed officers and employees in a timely and efficient manner. • Protect the City’s assets by minimizing its exposure to liability, fairly and economically resolving disputes and effectively supervising outside legal counsel to minimize legal fees and costs. • Majority of Council inquiries are responded to within the same business day. • Legal advice and services are provided on or before the agreed upon delivery date. • Disputes regarding interpretations of contracts drafted by Legal Services do not arise. • When challenged, City contracts will be declared valid and enforceable. • Ordinances and agenda items are reviewed and forwarded within required deadline. • Have an attorney in attendance at all City boards and commissions meeting
Legal Services
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 531,169 $ 584,807 $ 584,807 $ 579,011 $ 605,136 Supplies 4,103 5,580 5,580 5,612 5,580 Maintenance & Services 46,996 20,308 20,308 20,297 20,413 Miscellaneous/Admin Reimb 33,957 33,120 33,120 33,260 33,120 Total Expenses$ 616,225 $ 643,815 $ 643,815 $ 638,180 $ 664,249
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted City Attorney 1 1 1 1 1 Assistant City Attorney 4 4 4 4 4 Legal Assistant 1 1 1 1 1 Total 6 6 6 6 6
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted % of customers rated services as good 90% 90% 90% 90% 90% Median response time to Council requests (days) 0.5 0.5 0.5 0.5 0.5 % of tasks meeting agreed deadlines 85% 85% 85% 85% 85% Non Departmental Payments/Transfers
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Other Service Charges & Miscellaneous$ 2,953,119 $ 2,930,586 $ 2,953,680 $ 3,044,917 $ 2,957,874 Capital Outlay 440,959 900,000 1,286,976 1,291,976 - Debt Service 329,648 492,282 338,740 492,282 346,420 Transfers 530,889 153,751 313,751 153,751 645,716 Total Expenses$ 4,254,615 $ 4,476,619 $ 4,893,147 $ 4,982,926 $ 3,950,010
Authorized Contributions
FY2010 FY2011 FY2011 FY2011 FY2012 Contributions: Actual Adopted Amended Projected Adopted Research Valley Partnership (RVP)$ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 350,000 Texas Institute for Pre-Clinical Studies 84,000 84,000 84,000 84,000 84,000 New Generation Industrial Park Debt 64,653 64,622 64,622 64,622 64,621 New Gen Economic Development - - - 53,250 Downtown Bryan Economic Development Association (DBEDA) 15,000 15,000 15,000 15,000 15,000 Brazos County Health Department 352,260 351,500 351,140 351,500 326,500 Downtown Improvement Program - 100,000 56,295 89,338 - Easterwood Airport 58,768 58,768 58,768 58,768 58,768 BVCNet 13,000 13,000 13,000 13,000 13,000 BVWACS - 87,090 87,090 87,090 144,598 Miscellaneous Charges: County Appraisal District 227,737 232,991 232,991 232,991 236,554 US Teltec - Economic Development 122,480 55,680 122,472 122,472 122,472 Brazos County 9-1-1 Dispatching Services 1,295,248 1,287,033 1,287,033 1,287,033 1,352,492 Brazos County Prisoner Support 83,880 96,000 96,000 103,880 96,000 Animal Shelter Services - - - - - Borski Homes Development Agreement 40,000 40,000 40,000 40,000 40,000 Communication (data line charges) 619 - - 300 619 Contractual Obligations and Other Charges 2,580 - 367 40,499 - General Fund Contingency Balance 221,111 - - 9,522 - Debt Service: HUD 108 Loan Debt Payments 329,648 338,740 338,740 338,740 346,420 Transfers & Capital Improvements: Renovate Old Police Building 428,958 900,000 1,286,976 1,291,976 - Transfer to Debt Service Fund 153,725 153,542 - 153,542 - Facilities Maintenance Allocation 196,902 144,902 144,902 144,902 - Transfers to Other Funds 264,046 153,751 313,751 153,751 645,716 Total $ 4,254,615 $ 4,476,619 $ 4,893,147 $ 4,982,926 $ 3,950,010
This page left blank intentionally. Fiscal Services
Mission Statement Fiscal Year 2011 Accomplishments
The mission of the Fiscal Services department is to ensure Accounting financial accountability, to effectively manage the City’s • Received the Government Finance Officers Association assets, to provide appropriate financial information for the (GFOA) Certificate of Excellence in Financial Reporting evaluation of the City’s activities and to support all for fiscal year 2009. departments within the City of Bryan by providing cost- • Provided monthly financial information on a timely effective, procurement of goods and services at the best basis. value to the City. • Received unqualified opinion from auditors for the year ended September 30, 2010. Strategic Initiatives • The City’s independent auditing firm found no reportable conditions or deficiencies in internal control. Accounting • Completed the electronic filing of the Annual Report of • Provide accurate, timely and relevant financial Continuing Disclosure Requirements of SEC Rule information to the City Council, management, investors 15c2-12. and citizens of the City of Bryan. • Completed the electronic filing of the SF-SAC Data • Ensure compliance with all applicable Federal, State Collection Form for fiscal year 2010. and City Charter accounting and financial reporting • Implemented payroll cards to replace paper checks for requirements. employees. • Prepare financial statements which fairly present the Budget financial position of the City’s funds and activities in • Received the Distinguished Budget Award for FY2010 conformity with Generally Accepted Accounting from the Government Finance Officers Association. Principles (GAAP). • Provided Quarterly Budget Reports to management. • Utilize available technology to ensure efficient and • Provided monthly Sales Tax Analysis report. effective customer service and management of • Provided budget training to all departments. resources. Purchasing Budget • Received the City award for most documents imaged in • Provide accurate, timely and relevant financial fiscal year 2010. information to the City Council, management, investors • Received the 2010 Achievement of Excellence in and citizens of the City of Bryan. Procurement (AEP) Award from the National • Ensure legal compliance with all applicable Federal, Purchasing Institute. State and City Charter budgeting and financial reporting requirements. Fiscal Year 2012 Goals and Objectives • Prepare the annual budget for use as a policy document, operations guide, financial plan and as a Accounting communications device. • Receive the GFOA’s Certificate of Achievement for • Maintain the City’s Investment Policy in compliance Excellence in Financial Reporting for FY2010. with the Public Funds Investment Act. • Receive an unqualified opinion from the City’s • Utilize available technology to ensure efficient and independent auditors for the financial statements for effective customer service and management of the year ended September 30, 2011. resources. • Close each accounting period by the 11th working day • Continue emphasis on the performance measurement of the following month. program to ensure the most effective use of the City’s • Provide monthly reports to City managers by the 12th resources. working day of each month. Purchasing • Have 1% or less of 1099’s reported by IRS on Notice • Ensure purchasing policies and procedures provide CP-2100A. good internal control while streamlining the processes • Earn a yield which meets or exceeds the benchmark affecting City staff and vendors. performance rate on the cash and investment • Maintain good vendor/City relationships. portfolio. • Ensure goods and services are available through the • Submit all payroll reports and payments in a timely most cost-effective means. manner with no errors. • Provide training for City staff in purchasing policies, • Submit all state and federal reports on time and without quality control, and ethics in procurement. errors. • Provide annual training for local businesses. • Prepare and submit all wires and ACHs with no errors. • Promote and support cooperative interlocal purchasing. • Have all cash receipt groups reviewed and updated • Promote and support effective and cost-saving within no more than two days after receipt by our outsourcing initiatives. department. • Manage to carry out all previously stated strategic • Have the FY 2011 CAFR ready for the auditors’ review initiatives by also keeping with City Council strategic by February 15, 2012. goals and objectives. Fiscal Services
• Pay all vendor invoices within six (6) working days of receiving correct invoices from individual departments. • Implement GASB Statement 54, “Fund Balance Reporting and Governmental Fund Type Definitions” in the fiscal year 2011 CAFR. Budget • Receive the GFOA Distinguished Budget Award for the FY2011 annual budget. • Provide monthly sales tax analysis report to management. • Provide quarterly budget reports to management. • Provide financial forecast information to management at regular intervals throughout the budget year. Purchasing • Revise Purchasing Department policies and procedures and update according to 2011 legislative changes. • Promote more cooperative inter-local purchasing. • Apply for and receive the 2011 AEP Award. Fiscal Services
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 956,257 $ 992,597 $ 992,597 $ 880,687 $ 929,505 Supplies 31,118 41,168 41,218 33,616 30,244 Maintenance & Services 38,490 58,284 58,284 45,034 52,524 Miscellaneous/Admin Reimb 164,481 213,620 213,620 215,385 217,045 Capital Outlay 180 - - - - Total Expenses$ 1,190,526 $ 1,305,669 $ 1,305,719 $ 1,174,722 $ 1,229,318
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Finance & Accounting$ 859,673 $ 935,074 $ 935,124 $ 837,038 $ 875,842 Budgeting 196,324 211,413 211,413 196,055 202,940 Purchasing 134,529 159,182 159,182 141,629 150,536 Total Expenses$ 1,190,526 $ 1,305,669 $ 1,305,719 $ 1,174,722 $ 1,229,318
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Accounting Chief Financial Officer 1 1 1 1 1 Accounting Manager 1 1 1 1 1 General Accountant 3 2 3 3 3 Finance Specialist 3 3 2 2 2 Payroll Specialist 1 1 1 1 1 Finance Assistant * 1 2 1 1 1 Budget Budget Manager 1 1 1 1 1 Budget & Investment Analyst 1 1 1 1 1 Budget Analyst - - - - - Purchasing Purchasing Manager 1 1 1 1 1 Purchasing Buyer 1 1 1 1 1 Total 14 14 13 13 13
* Finance Assistant position is filled by 2 part time individuals Fiscal Services
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Accounting: % of goal for receiving GFOA Cert of Excellence in Finc Reporting 100% 100% 100% 100% 100% # of days needed to post CAFR on web after auditor review 20 15 20 5 5 % of goal for receiving unqualified opinion from ind. auditors 100% 100% 100% 100% 100% # of reportable conditions on auditor's management letter 20200 Avg. # of working days to close prior accounting period 11 11 11 11 11 Avg. # of working days to issue monthly financial reports 12 12 12 12 12 Avg. # of working days to post cash receipts 22222 % of state and federal filing requirements met 100% 100% 100% 100% 100% % of 1099's reported on IRS's CP-2100A 2% 1% 1% 1% 1% % of wires and ACH's with no errors 100% 100% 100% 100% 100% % of CAFR completed & submitted to auditors by Feb. 15 100% 100% 100% 70% 100% % of invoices pd w/i 6 work days of receipt from individual depts. 100% 100% 100% 100% 100% Budget: % of goal for receiving GFOA Distinguished Budget Award 100% 100% 100% 100% 100% Number of Qtly Budget Reports provided to Audit Comm, Council, & Mgmt 44444 Number of Monthly Sales Tax Reports provided to Mgmt. 12 12 12 12 12 Number of budget training sessions conducted for staff & Mgmt. 43432 % of state & federal budget filing requirements met 100% 100% 100% 100% 100% Number of Qtly Investment Reports prepared in compliance with Public Funds Investment Act 44444 Yield % for benchmark perf. rate on cash & investment portfolio 1.85% 1.00% 1.85% 1.00% 1.25% Purchasing: Number of formal bids processed 91 85 90 80 85 Number of annual contracts for goods and services 115 105 115 100 105 Value of goods and services on annual contracts $13,296,000 $9,250,000 $13,296,000 $8,634,025 $9,250,000 Number of purchase orders issued 1,200 1,200 1,200 1,200 1,200 Expenditures processed through the Purchasing Dept. $49,000,000 $50,000,000 $49,000,000 $49,000,000 $50,000,000 Expenditures processed on p-card $1,750,000 $1,750,000 $1,750,000 $1,750,000 $1,750,000 Average amount per purchase order $43,000 $41,650 $43,000 $43,000 $41,650 Information Technology
Mission Statement • Upgraded GIS Systems (ArcGIS 10). • Major Blackberry Enterprise System upgrade. The mission of the Information Technology department is to • Upgraded CISCO VoIP phone system. provide the City with timely and cost-effective access to • Continued departmental community outreach with existing technologies appropriate to the mission and goals Sheriff’s office, District Attorney, TAMU Big Event, Boy of the City of Bryan and to provide assistance and advice in Scouts, Internet Safety classes, GIS Day, BISD its use. Our goal is to support City employees and citizens HOSTS, etc. with superior customer service, provide them with the most • Assisted with Police Wireless Camera Initiative. appropriate computer technology and assist them in their • Provided support for Waste Water SCADA upgrade ability to communicate effectively. We will continue to project. actively promote, oversee and coordinate the regular use of • Assisted in planning and design of centralized traffic technologies to improve all levels of City-wide control system. communication. • Supported the upgrade of County-wide Emergency Notification System. Strategic Initiatives • Completed BVWACS Backbone. • Upgraded 911 consoles and all City radios to new • Provide in–house training to City staff on varied BVWACS system. applications. • Continued OneSolution Go-Live of Community • Increase utilization of HTE/OneSolution across the City modules. through a system training initiative. • Continued OneSolution planning and implementation of • Broaden deployment of systems to more City Finance modules. departments. • Doubled internet bandwidth capacity. • Improve availability of e-services to our citizens. • Deployed network monitoring utilities. • Utilize the Intranet to enhance the accessibility of • Acquired updated aerial imagery. information to employees. • Increase GIS utilization by integrating with external Fiscal Year 2012 Goals and Objectives entities' systems. • Improve stability and security of City systems. • Continue “Green IT Initiatives.” • Maintain over 95% above average rating on Help Desk Fiscal Year 2011 Accomplishments Survey results.
• Maintain a 99.5% planned uptime for Systems, • Continued Server/Desktop Virtualization Initiative. Network, and Radio system. • Upgraded City systems to MS-Office 2007. • Expand our Server/Desktop Virtualization initiatives. • Maintained over 95% above average rating on Help • Continue integration of GIS to critical data systems. Desk Survey results. • Provide 1200 man-hours of training to City Staff on • Maintained 99.5% planned uptime for: Systems, varied applications, systems and data management. Network, and Radio System. • Provide additional redundancy in network and • Maintained capital replacement inventory for all telecommunication resources. computers and peripherals on our network. • Continue expansion of City fiber network. Upgraded Fire Records system hardware/software. • • Expand additional wireless data services. Continued integration of GIS to critical data systems. • • Facilitate city wide continuing education initiatives. Provide over 1200 man-hours of training to City Staff • • Add additional City Facilities (New Waste Water on varied applications and systems. Treatment Plant) to network. Expanded City fiber network. • • Begin implementation of SharePoint 2010, Windows7, • Provided additional redundancy in network and Exchange 2010, Office 2010 and other applications. telecommunication resources. • Continue Community outreach. Expanded existing wireless data services. • • Support continued expansion of BVWACS system. Facilitated city wide continuing education initiatives. • • Complete Radio System Re-banding project. Brought additional City Facilities on-line (MOB Annex). • • Implement Centralized Traffic Control System. Upgraded Public Safety Systems (Police, 911 and • • Upgrade Fire Alerting for Fire Stations. Mobiles). • OneSolution Go-Live of Finance modules. • Continued Implementation of Beta OneSolution Project. • Upgrade aging network infrastructure. • Upgraded LaserFiche (document imaging system). • Expansion of eCitation system. Upgraded TeleWorks Municipal Court Application. • • Upgraded Kronos Timekeeping Application. • Upgraded I-Series operating Systems. • Supported and Upgraded Mobile Command Vehicle. • Supported Community Emergency Operations Center. • Upgraded mobile data computer “fleet.” • Implemented new mobile video project (Arbitrator). • Implemented eCitation solution. Information Technology
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 1,149,839 $ 1,142,802 $ 1,142,802 $ 1,148,302 $ 1,188,015 Supplies 131,658 85,745 91,690 85,730 61,313 Maintenance & Services 865,207 973,324 983,818 973,503 887,972 Miscellaneous/Admin Reimb 90,451 27,344 27,344 24,144 22,500 Capital Outlay 147,043 80,000 631,430 626,000 80,000 Total Expenses$ 2,384,198 $ 2,309,215 $ 2,877,084 $ 2,857,679 $ 2,239,800
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Information Technology Director 1 1 1 1 1 Information Technology Services Assistant 1 1 1 1 1 Network Systems Supervisor 1 1 1 1 1 System/Network Administrator 1 1 1 1 1 Systems/Network Specialist 1 1 1 1 1 System Support Specialist 3 3 3 3 3 Telecommunications System Specialist 1 1 1 1 1 Radio System Engineer 1 1 1 1 1 GIS Coordinator 1 1 1 1 1 GIS Analyst 1 1 1 1 1 Public Safety Systems Supervisor 1 1 1 1 1 Systems Analyst 2 2 2 2 2 Help Desk Supervisor - - - - - CAD/RMS System Administrator - - - - - Total 15 15 15 15 15
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted % "Above Average" rating on Help Desk survery results 98% 95% 95% 95% 95% Help Desk calls processed 4,049 4,000 4,000 3,460 4,000 % of Help Desk calls w/ response time < 1 hr 99% 75% 75% 95% 95% % of Network/System/Radio Uptime 99.9% 99.5% 99.5% 99.5% 99.5% Training Man-Hours provided to City Staff 1,100 1,200 1,200 1,500 1,200 % of GIS Layers Updated Annually 75% 70% 70% 70% 75% Continued Development of Businesss Impact/Continuity Analysis Plan 100% 100% 100% 100% 100% Human Resources
Mission Statement • Continued to provide advanced technology, training The mission of the Human Resources Department is to and assistance to our applicants and supervisors with provide exceptional customer and human resource services the online employment application/hiring system. to support, develop, and motivate the city’s workforce in • Worked with managers and Legal on numerous their endeavor to carry out their mission of serving the personnel issues to minimize exposure to liability. citizens of Bryan. • Coordinated and administered police and fire entrance
exams and hiring processes. Strategic Initiatives • Coordinated large volunteer program for the Texas
Reds Festival. • Provide timely, effective and innovative recruitment processes by working closely with individual Fiscal Year 2012 Goals and Objectives departments and determing their needs. • Establish and promote appropriate training and • Conduct thorough salary survey of comparable cities development opportunities for all employees - including and make recommendations of any market adjustments a succession program. necessary to stay competitive; police and fire positions • Ensure pay and benefits are representative of the labor included. market. • Continue to develop training tracks and series focused • Assist supervisors and employees with employee more specifically on individual types of positions, from relations issues, resolving disputes, and handling manager to line worker. disciplinary actions in a fair, consistent and constructive • Continue to work with top management on succession manner. planning and extending to all management positions. • Provide up-to-date written policies and procedures that • Implement a citywide language skills program. do not impede progress of City initiatives • Continue to enhance HR’s webpage to provide needed • Recognize exceptional service of employees and and requested information and tools to users. provide motivation for that service. • Develop a shared-service program with other • Provide excellent customer service at all times and in departments to support and enhance funding of all initiatives. training, education reimbursements, recruiting, etc.
Fiscal Year 2011 Accomplishments
• Reviewed benefits, policies, staffing needs, etc. to find cost-savings and budget cut options. • Developed and implemented policies, practices and programs to enhance work-life balance, increase morale and recognize employee contributions. • Continued review and recommendation of on-line training options for departments and individual employees, working with vendors to create, develop and share new courses. • Completed pilot program of newly created performance evaluation process and forms, incorporating feedback from users/managers. • Continued update of local Civil Service rules to meet the recruiting, hiring and other needs of the police and fire departments. • Continued review and update of Personnel and Administrative Policies and Procedures to stay in line with current needs. • Conducted thorough salary survey of comparable cities and made recommendations of any market adjustments necessary to stay competitive; police and fire positions included. • Completed departmental meetings with department heads and/or managers to ascertain their current and future needs, level of satisfaction of our services, etc., including several departmental reorganizations, position modifications and eliminations. Human Resources
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 369,089 $ 382,795 $ 382,795 $ 383,400 $ 362,640 Supplies 52,003 48,100 48,100 49,441 50,300 Maintenance & Services 119,427 145,580 145,580 128,450 121,830 Miscellaneous/Admin Reimb 17,810 23,800 23,800 23,600 24,800 Total Expenses$ 558,329 $ 600,275 $ 600,275 $ 584,891 $ 559,570
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Human Resource Manager 1 1 1 1 1 Human Resource Generalist 2 2 2 2 2 Human Resources Assistant 2 2 2 2 2 Total 5 5 5 5 5
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Number of Personnel Reqs Processed 200 150 120 120 150 Number of Applications Received 7,600 6,000 5,000 5,000 6,000 Number of New Hires 244 240 120 120 150 Turnover Rate/% 21% 20% 25% 25% 25% # of Training Sessions Conducted/Coordinated 60 60 30 30 30 # of Training Sessions Avail Online for 600 ees N/A 15 15 25 Number of Employee Relations Issues N/A 150 150 100 Number of Disciplinary Actions/Grievances 65 60 85 85 60
Note: Above figures include full-time regular, part-time regular and temporary/seasonal for COB & BTU Engineering Services
Mission Statement
The mission of the Engineering Services department is to • Implemented the FY 2010 Capital Improvement provide high quality, efficient, and cost effective municipal Projects and began FY 2011 CIP designs. engineering services to the citizens, as well as other • Completed major projects, such as: City Hall Annex Divisions and Departments of the City of Bryan. remodel, Downtown Bryan Ph 3, Bryan/Beck, Texas & MLK Sidewalks, Henderson and Commerce area utility Strategic Initiatives rehabilitations. • Utilized 35 Engineering Consultant Contracts and • Effective management of capital improvement projects designed 15 projects using in-house engineering staff. to ensure quality construction on schedule and within Construction projects awarded totaled approximately budget. thirty-one million dollars ($31,000,000). • Leverage City professional engineering staff to provide • Monitored approximately twenty-two (22) development cost effective engineering design services when and 45 capital improvement construction projects possible. throughout the City. • Improve city services by reducing the backlog of • Designed and executed first Miscellaneous Drainage maintenance and repair activities through capital Contract to handle projects too big for city crews but improvement projects. too small for CIP process ($140,000 construction • Permit and control construction activities within the contract). City’s Right of Way through active implementation of a • Rewrote floodplain ordinance and included stormwater revised Right of Way Ordinance. quality aspects in the new stormwater ordinance and • Provide timely, thorough reviews of construction began implementation of requirements. drawings and plats submitted for approval through • Maintained Class 7 status in the National Flood Development Services. Insurance Program - Community Rating System • Increase the use of technology to improve efficiency, resulting in up to 15% in Flood Insurance Discounts to and increase productivity. Citizens of Bryan. • Foster professional working relationships with: the • Passed 5 year Recertification in the National Flood citizens of Bryan; other City departments; community Insurance Program - Community Rating System. organizations; local, state, and federal agencies; • Managed Map Modernization project coordinating consulting engineers; and contractors. protests from residents and in depth review of new • Assist with economic development activities of the City. maps and documenting errors that FEMA needs to • Ensure public infrastructure is installed using industry correct. standard construction practices and the quality of the • Developed a Stormwater Masterplan for prioritizing infrastructure verified by Engineering Inspectors. Drainage needs. • Continue to update and maintain Geographic • Prepared 5 year Stormwater Program (drainage utility Information System (GIS) information relating to fee funding). development and newly installed public infrastructure. • Maintained seven (7) Certified Floodplain Managers • Perform floodplain administration duties for the City of and Assistant City Engineer took on role of Floodplain Bryan and continue participation it the Community Administrator. Rating System. • Reviewed site development submittals with a three (3) day turnaround (SDRC process) and reviewed Fiscal Year 2011 Accomplishments engineering construction plans with normally a ten (10) day turnaround. • Involved and secured in obtaining Grant Funds: • Supported and assisted with HSC/Bio-medical corridor $183,000 Flood Protection Planning Grant, $670,000 master planning efforts including HSC Parkway Safe Routes to School Grant (Johnson, Crockett, alignment/design and TXDOT coordination on SH 47 Navarro, Bonham). Interchange. • Managed contractual requirements and audits from • Continued development of engineering staff including Federal Government for existing grants including a cross training between development review, capital $695,000 Energy Efficiency Community Block Grant for project management and engineering design. a City Hall Annex, a $283,000 Safe Routes to School • Solicited responses to a qualifications based process for Carter Creek Sidewalks and $220,000 Community for construction materials testing and geotechnical Development Block Grant for MLK sidewalks. services with multiple contracts executed that can be • Implemented Contractor Registration Program and extended for two (2) years. Professional Services negotiation Policy. • Scanned over 40,000 documents – 30,000 documents • Executed the annual process for the City’s related to CIP & over 12,000 documents related to comprehensive 5 year Capital Improvement Program development – into Laserfiche records management (2011-2015). system. • Developed the Capital Improvement Plan for 2011- 2015. Engineering Services
• Developed and began implementation of a Growth comprehensive personnel training plan to maximize the • Continue three (3) day development review process use of the budgeted funds for employee training – (SDRC) and ten (10) day turnaround for construction utilizing webinars and DVDs whenever possible – plan review. Begin documentation for more accurate program identified recurrence interval for various types performance measure reporting. of training by employee classification. • Investigate the cost effectiveness of improving the • Expanded use of laptop computers for construction ranking in the Community Rating System from a level 7 inspection staff. to a higher level 6 thereby increasing the flood insurance discount from 15 to 20%. At some point the Fiscal Year 2012 Goals and Objectives cost will become too great to gain benefits for a limited number of citizens that purchase flood insurance. Image • Continue outreach to the neighborhood associations • Develop a plan of action for tree protection along and other civic organizations regarding the Capital creeks and floodplains (from flood mitigation plan). Improvement Program (CIP). • Refine comprehensive personnel training plan to • Begin an outreach program to neighborhood maximize the use of the budgeted funds for employee associations regarding floodplain management and the training – utilizing webinars, online training system and National Flood Insurance Program. DVDs whenever possible. • Participate in stormwater quality outreach efforts as Infrastructure part of the City’s MS4 program. • Assist other departments in development of master • Start tracking actual review time of development plans, project development and construction. construction plan review to document the 10 day • Design and construct the FY 2011 & FY 2012 Capital turnaround period in performance measures. Improvement Projects. Diversity • Continue implementation of Capital Improvement • Continue to utilize the Annual Citizen survey in the Program and the specific Capital Improvement Plan for development of the Capital Improvement Program 2012-2016. Public Safety • Develop 5 year capital maintenance plan that • Continue to assist in development of a Right of Way coordinates maintenance activities of water, management ordinance to manage work of outside wastewater, streets and drainage. entities within the City’s Street Rights of Ways. • Train engineering staff in the use of MicroPAVER for Develop a right of way permit and take on responsibility expanded role in developing a street maintenance for management and enforcement of the ordinance. program. • Increase use of GPS equipment by engineers and inspectors in developing designs and locating public infrastructure. • Continue seeking and applying for Grant funding in all areas of infrastructure being mindful of those grants that require local matching funds. • Continue to minimize records storage by converting to digital (Laserfiche) – setting a goal to scan 35,000 records for CIP and 15,000 records for development.
Engineering Services
Engineering Services FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 1,384,962 $ 1,509,520 $ 1,509,520 $ 1,381,710 $ 1,107,433 Supplies 33,474 52,928 52,928 42,323 40,151 Maintenance & Services 54,485 65,401 65,401 50,560 56,060 Miscellaneous/Admin Reimb 32,351 37,475 37,475 33,705 9,950 Capital Outlay 2,500 - - - - Total Expenses$ 1,507,772 $ 1,665,324 $ 1,665,324 $ 1,508,298 $ 1,213,594
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Director of Public Works - 1 1 1 - City Engineer - 1 1 1 1 Assistant City Engineer 2 2 2 2 2 Civil Engineer 4 5 5 5 4 Engineering Technical Assistant 1 1 1 1 1 Development Services Office Coordinator 1 1 1 1 1 Engineering Inspector 5 5 5 5 5 Engineering Technician 3 3 3 3 2 Total 16 19 19 19 16
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Development: Avg # of working days to review site development submittals 3 5 5 3 3
Avg # of working days to review Engineering plans and reports (Note specific performance measure will be tracked for documentation in FY12) 10 10 10 10 10 Value of construction projects installed by developers $ 3,800,000 2,700,000 2,700,000 4,000,000 3,000,000 Number of construction projects monitored 26 20 20 22 20 Capital Improvement Projects: Number of consulting engineering contracts 24 30 30 35 17 Value of consulting engineering contracts$ 2,115,991 NA NA 2,000,000 1,000,000 Number of engineering in-house designed projects 20 20 20 15 12 Value of engineering services provided in-house $ 318,065 NA NA 275,000 200,000 Value of construction projects awarded (public infrastructure) $ 25,500,000 25,000,000 25,000,000 31,000,000 17,000,000 Number of projects tracked (design or construction) $ 43 45 45 40 30
Max Number of construction projects inspected at one time 21 21 21 20 17 Number of construction projects completed 26 25 25 31 19 Value of construction projects completed$ 9,000,000 $ 40,000,000* $ 40,000,000* $ 32,000,000** $35,000,000 * Total number of change orders issued 26 NA NA 30 35 Average number of change orders issued 1.52 NA NA 3 3 Average % value of change orders 5.85% NA NA 7.00% 8.00% Average Change Order amount$ 45,000 NA NA$ 50,000 $ 55,000
Total number of contingency payment authorizations issued 54 NA NA 45 35 Average number of contingency payment authorizations 2.84 NA NA 2 2 Average % value of contingency payment authorizations 4.28% NA NA 4.00% 4.00% Average contingency payment authorization amount$ 40,000 NA NA$ 30,000 $ 35,000 Records Management: Number of CIP records scanned into Laserfiche 50,200 NA NA 30,000 35,000 Number of Development records scanned into Laserfiche 15,689 NA NA 12,000 15,000
*Skewed due to $13 Million WWTP **Skewed due to $15 Million Downtown, Bryan Beck, City Hall Annex and Thornberry completing behind schedule
This page left blank intentionally. Streets & Drainage
Mission Statement
The mission of the Streets and Drainage department is to • Implement a Stormwater Hotline. provide the citizens and visitors of Bryan a thoroughfare • Develop a staff education program which identifies system that is maintained in such a manner as to promote stormwater Best Management Practices (BMPs). safe and aesthetically pleasing travel by maintaining the • Develop staff site inspection procedures to assure vegetation along the thoroughfare and a drainage system BMPs are being used at new construction sites. that promotes safe and efficient removal of storm related • Prepare an ordinance for possible fees to finance the runoff conditions. We are committed to responding to the cost associated with staff site inspections. needs of our customers with professionalism, insuring quality customer service in a timely manner, and improving Fiscal Year 2011 Accomplishments the first image citizens and visitors receive as they enter the City of Bryan. General Departmental • Assisted Coulter Field in the installation of 250 LF of Strategic Initiatives data conduit. • Responded to February snow/ice event by spreading Transportation over 100 tons of sand on roadways, bridges, and areas • Use the MicroPaver software to maintain a five (5) year at the police station, fire stations, and city hall. street maintenance projection for the City of Bryan. • Fabricated (by fleet services) and installed • Increase the average Pavement Condition Index (PCI) approximately 250 LF of decorative handrail throughout for the City of Bryan streets to 70 or above. The city. current average PCI is 67. Street Maintenance • Annually review the Transportation Fee to determine if • In-house installation of approximately 6,000 pounds of adequate funds are being generated to meet the crack seal material in Copper Field Subdivision. system maintenance needs. • In-house crack seal of Coulter Field Taxiway. • Add curb and/or gutter where possible along all streets • Completed miscellaneous HMAC repairs throughout that are reconstructed in the street maintenance Coulter Field. contract. • Completed approximately 307 pothole work orders, and • Respond to all work orders issued by the citizens or the approximately 2000 non-work order potholes. city staff within 48 hours from the time the work order is • Installed approximately 2,100 tons of roadway base. issued. • Installed approximately 1,200 tons of HMAC. • Coordinate with the Engineering, Traffic, and Water & Drainage Wastewater Divisions to efficiently maintain the travel • Assisted Engineering in conceptual design of ENG11- surface of the street system. 02 (Misc Drainage Projects) and ENG11-11 (Old Oaks Right-of-Ways & Windover East Drainage Improvements). • Regularly mow and trim the right-of-ways in • Completed 73 creek maintenance work orders. accordance with the growing conditions to provide a • Completed 128 culvert and storm pipe work orders. consistently maintained image of the City. • Completed 109 drainage ditch work orders. • Regularly review the cost of services by comparing the Concrete Maintenance in-house cost versus the cost of contracted services. • In-house completion of approximately 600 LF of Drainage sidewalk improvements along WJB. • Maintain an inventory and develop a map of existing • In-house completion of new drive apron and sidewalks drainage problems within the City of Bryan and initiate at American Cancer Society. a five year maintenance program to eliminate problem • Managed and supervised outsourced concrete areas systematically. contractor in the performance of approximately • Prepare a map indicating the location of existing $600,000 of Water/Sewer utility cuts and general drainage easements within the City of Bryan. roadway/sidewalk improvements. • Prepare a map of proposed drainage easements to be • Completed ADA compliant sidewalk improvements obtained within the City of Bryan. along 29th Street and Broadmoor. • Prepare an inventory of open ditches located adjacent Right of Way to the roadway system. • Mowed and maintained 90 miles of city gateways and • Respond to all work orders issued by the citizens or the ROWs. city staff within 48 hours from the time the work order is issued. Fiscal Year 2012 Goals and Objectives • Coordinate with the Engineering, Traffic and the Water and Wastewater Divisions to efficiently maintain the • Utilize H.T.E. to assign accurate cost data to all streets, drainage facilities owned by the City of Bryan. drainage, concrete, & ROW work orders. MS-4 Program • Plot all Streets and Drainage work orders on GIS map. • Prepare MS-4 Program annual report and submit it to Utilize data to define re-occurring problem areas to help the Texas Commission on Environmental Quality. determine future CIP needs. • Conduct Public Service Announcements to educate the citizenry with regards to stormwater protection. Streets & Drainage
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 1,339,388 $ 1,430,146 $ 1,430,146 $ 1,214,769 $ 1,362,886 Supplies 130,472 165,000 165,000 148,464 145,834 Maintenance & Services 619,140 803,477 804,385 472,290 496,594 Miscellaneous/Admin Reimb 321,214 318,108 318,108 316,128 1,750 Capital Outlay 10,564 - - - - Total Expenses$ 2,420,778 $ 2,716,731 $ 2,717,639 $ 2,151,651 $ 2,007,064
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Assistant Director of Public Works 2 - 1 1 - - Concrete Finisher 1 1 1 - - Drainage & Streets Crew Worker 4 - - - - Drainage & Streets Equipment Operator 8 - - - - ROW Crew Leader (supervisor) 1 - - - - ROW Equipment Operators/Crew Workers 8 8 8 8 8 ROW Foreman - 1 1 1 1 Streets & Drainage Crew Leader 4 3 3 3 3 Streets & Drainage Equipment Operator/Crew Workers - 12 12 13 13 Streets & Drainage Foreman 1 2 2 2 2 Transportation & Drainage Supervisor 1 1 1 1 1 Transportation Engineer 1 - - - - Total 29 29 29 28 28 Moved 1 Assistant Director of Public Works 2 from Public Works Administration to Streets & Drainage in FY2010.
Performance and Activity Measures
N/A- Proposed New Performance Measures FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Percentage of departmental employees with OSHA & Traffic Workzone Training N/A N/A N/A 100% 100% Percentage of pothole requests responded to within 48 hours N/A N/A N/A 100% 100% Percentage of storm sewer cave-in requests reponded to within 72 hours N/A N/A N/A 90% 100% Proactive ditch maintenance- total linear footage of ditch cut/ maintained N/A N/A N/A N/A 1500 MS4 Program GIS Mapping- Percentage of inlets and outfalls accurately mapped N/A N/A N/A N/A 50% Tons of HMAC/ base failure repairs N/A N/A N/A 1200 1200 Total No. of base failure work orders completed N/A N/A N/A 100 100 Total No. of utility cut work orders completed N/A N/A N/A 40 40 Total No. of ditch/ culvert maintenance work orders completed N/A N/A N/A 140 150 Total No. of storm sewer cave-in work orders completed N/A N/A N/A 20 20 Total No. of creek maintenance work orders completed (Called In/ Proactive) N/A N/A N/A 75 125 Percentage of paved lane miles in returned to satisfactory condition N/A 3% N/A N/A N/A Percent of work orders responded to within 72 hours N/A 90% 90% 90% N/A Percent of pothole requests responded to within 72 N/A 100% 100% 100% N/A Percent of public roadways inspected for conditions N/A 100% 100% 100% N/A Average PCI > 67 N/A 100% N/A N/A N/A 5,000 Linear Feet of Curb and Gutter Added N/A 100% N/A N/A N/A Percent of the Stromwater System Mapped N/A 75% 25% 25% N/A Percent of City Staff w/ MS4 education N/A 80% 25% 25% N/A Traffic Operations
Mission Statement
The mission of Traffic Operations is to provide expertise in Maintenance the planning, design, operations, and maintenance of the • Relocated the Sign Shop. city’s traffic and transportation infrastructure, consistent with • Completed LED upgrades of street signals. professional engineering standards, industry safety • Implemented TACTICS View software. protocols, and the most efficient procedures possible while • Developed a central signal database. being sensitive to the needs of the public and the • Developed a prototype of the sign database. environment. A customer service focus will be provided to • Implemented the first phase of wireless school zone the citizens of Bryan and all users of the system, including communication. all levels of city government, other governmental agencies, • Accepted bids on a striping contract. and to private sector/industry partners to have the most Other safe and efficient system possible. • Pursued additional grant opportunities for traffic
signals. Strategic Initiatives • Adopted Bryan-College Station Mobility Initiative
(BCSMI) agreement. • Provide transportation planning support to assist in
implementation of the Long Range Thoroughfare Plan. Fiscal Year 2012 Goals and Objectives • Provide traffic engineering support for CIP and development design and construction. Planning • Ensure safe and efficient operations of the city’s traffic • Assist in re-write of Comp Plan. signal and Intelligent Transportation Systems (ITS). • Meet or exceed 95% participation in SDRC. • Provide for a safe working environment for employees Design through training and safe working practices. • Bid capital signal projects. • Ensure implementation of city standards and policies Operations as related to transportation and traffic engineering. • Implement ATMS. • Maintain traffic control devices in accordance to the • Implement remaining phases of the wireless signal Manual on Uniform Traffic Control Devices (MUTCD). system. • Provide excellent customer service while responding to Maintenance requests in a timely manner. • Implement Traffic Signal Maintenance Plan. • Implement Traffic Sign Maintenance Plan. Fiscal Year 2011 Accomplishments • Upgrade technology Signal Shop. Planning • Completed updates to the Small Area Thoroughfare Plan. • Reviewed the Subdivision Ordinance. • Attended 95% of Planning & Zoning (P&Z) Commission Meetings. Design • Accepted bids on five capital signal projects. • Developed street name sign standards and specifications. • Developed new specifications for Uninterrupted Power Supply (UPS) and radar detection. • Completed traffic signal master plan. Operations • Completed bid for Texas Energy Efficiency (TEE) Grant for the purchase of Advanced Traffic Management System (ATMS) software and communication equipment. • Completed corridor re-timing efforts. • Implemented downtown parking initiatives. • Updated all Yellow and Red (Y+R) clearance intervals. Traffic Operations
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 606,487 $ 612,566 $ 612,566 $ 626,682 $ 641,322 Supplies 43,552 46,449 50,608 53,797 49,347 Maintenance & Services 1,052,061 954,248 1,195,917 1,176,216 955,308 Miscellaneous/Admin Reimb 59,760 41,802 41,802 42,109 8,575 Capital Outlay - - - - - Total Expenses$ 1,761,860 $ 1,655,065 $ 1,900,893 $ 1,898,804 $ 1,654,552
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Traffic & Transportation Director4 - 1 1 1 1 Traffic Sign Technician 4 4 4 4 4 Traffic Signal Technician 3 3 3 3 3 Traffic Operations Supervisor 1 1 1 1 1 Graduate Civil Engineer 1 1 1 1 1 Total 9 10 10 10 10
Traffic & Transportation Director 4 moved from Public Works Administration to Traffic Operations in FY2010.
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Percentage of Work Orders (Maintenance) Responded to within 72 hours 95% 100% 95% 100% 100% Percentage of Customer Requests (Operations) Responded to within 72 hours 100% 100% 90% 100% 100% Percentage of Development Reviews Completed in 5 Days 95% 100% 100% 100% 100% Percentage of Design Reviews Completed in 5 Working Days 100% 100% 50% 100% 100% Percentage of P&Z Commission Meetings Attended 95% 100% 80% 100% 100% Percentage of Thoroughfare Plan updated 100% 100% 25% 100% 100% Percentage of Bikeway Masterplan updated 0% 100% 0% 100% 100% Percentage of traffic signal standards updated 100% 100% 100% 100% 100% Percentage of Communication Integration complete 50% 100% 50% 100% 100% Percentage of Prot-Perm Lead-Lag eliminated 100% 100% 100% 100% 100% Percentage of Communications Master Plan completed 100% 100% 50% 100% 100% Percentage of BTU Billing process updated 50% 100% 50% 100% 100% Percentage of Traffic Signal Maintenance Plan created 50% 100% 50% 100% 100% Percentage of Traffic Sign Database implemented 50% 100% 50% 100% 100% Percentage of Website Improvements implemented 75% 100% 100% 100% 100% Amount spent on Training/Development$ 12,192 $ 8,000 $ 10,300 $ 10,300 $ 10,300 Fleet Services
Mission Statement
The mission of the Fleet Services department is to plan, • Enhanced our current in-house tire mounting and direct, coordinate and manage an effective maintenance, balancing services by adding in-house tire/flat repairs procurement, and replacement program for the City's fleet on light vehicles and equipment. This service is inventory within the limits of the City's financial resources designed to further reduce vehicle down time and save and to provide advice and information on fleet requirements the departments additional financial resources when through a constant evaluation of fiscal resources, compared to current outsourcing alternatives. manpower, programs, facilities and equipment. • Implemented an annual Preventive Maintenance Inspection Program to include all City of Bryan trailers. Strategic Initiatives • Continued Fleet Standardization in all areas possible or practical since having a standardized fleet makes for a • All vehicles and equipment are maintained in a safe safer work environment as operators become more and operable condition to maximize effective utilization, familiar with the equipment, as well as also improving longevity, and reduce downtime. purchase price advantages. This also results in greatly • Operational goals are met within budgetary constraints. improved parts stocking ability, reduced technical • Departmental time allocated to cross-training is training and special tool needs, etc. continued. • Continued the positive relationship with the Central • Staff is treated fairly, with respect and is provided with Receiving Warehouse and personnel, which has a safe working environment. tremendously enhanced our operation translating to an • Staff maintains a consistently high quality of work and In-house Parts Inventory which allows for improved is encouraged to develop and improve their skills and customer service, efficiency and reduced downtime. performance. • Continued efforts to “Green” the environment by • All funds and assets are managed in a fiscally replacing older, inefficient vehicles and equipment with responsible manner. newer, more fuel efficient, lower emission designs. • Future needs of the organization are identified and • Initiated using the Laserfiche system in an effort to planned for strategically. further streamline records processing.
Fiscal Year 2011 Accomplishments Fiscal Year 2012 Goals and Objectives
• Attained the National Institute for Automotive Service • Attain National Institute for Automotive Service Excellence (ASE), Blue Seal of Excellence Award for Excellence (ASE), Blue Seal of Excellence Award for the fourth consecutive year. the fifth consecutive year. • Continued to enhance services provided on fleet • Continue to enhance services provided on fleet vehicles and equipment.. vehicles and equipment with the addition of glass • Returned approximately 20% of FY11 Adjusted Budget chip/crack repair. to the General Fund through prudent management of • Enhance Service Level efficiency with the addition of a resources. Fleet Service Unit equipped to better facilitate • Improved Fleet Split Shift operations by condensing Road/Field Service Calls. Fleet Service Hours (7:00 am-5:00pm Monday-Friday) • Provide excellent customer service. to better serve our customers with our very lean staff, • Ensure 100% compliance with state and local laws. thereby allowing more technician availability during • Continue internal cross-training program. more critical external department operation hours and • Maintain that all technicians are ASE certified. more efficient utilization of Fleet Staff’s time. • Continue process of fleet standardization at every level • Continued implementation of new procedures and when practical or feasible. record keeping which allows for enhancing • Continue to provide and promote innovative ideas and environmental compliance, reducing overall goal setting to increase cost savings, enhance maintenance and reducing environmental concerns customer service and increase efficiency in the fleet associated with the Fleet Facility. operation. • Ensured 100% compliance with state and local laws. • Continued internal cross-training program. • Certified Automotive Service Excellence (ASE) for all technicians. • Continued the “Police Patrol Mounted Tire and Wheel Replacement Program.” This program was originally developed for the Police department, with the goal of reducing downtime. It has proven effective and the program is to be implemented in other areas of the fleet, where feasible. Fleet Services
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 625,457 $ 688,255 $ 640,768 $ 560,958 $ 643,744 Supplies 19,606 24,788 24,788 22,370 24,137 Maintenance & Services 33,561 39,194 39,194 38,627 43,976 Miscellaneous/Admin Reimb 10,932 9,921 9,921 - 9,921 Total Expenses$ 689,556 $ 762,158 $ 714,671 $ 621,955 $ 721,778
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Fleet Supervisor/Manager 1 1 1 1 1 Lead Service Technician 2 2 2 2 2 Preventive Maintenance Inspection Technican 1 1 1 1 1 Fleet Service Technician 4 4 4 4 4 Fleet Administrative Clerk 1 1 1 1 1 Fleet/Facility Support Technician 1 1 1 1 1 Welding/Fabrication Technician 1 1 1 1 1 Golf Course Service Technician - 1 1 1 - Total 11 12 12 12 11
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Number of fleet job orders 7,473 * 7,800 7300 * 7300 * 7,800 Average labor hours per fleet job order 1.74 * 1.70 1.80 * 1.80 * 1.70 * Average labor cost per fleet job order $ 71.75 *$ 80.00 $ 80.75 $ 77.69 * $ 80.00 * Number of fleet job orders completed per day/per mechanic 3.99 * 4.7 3.9 * 3.9 * 4 * Attain National Institute for Automotive Service Excellence (ASE), Blue Seal of Excellence Award. Yes * Yes * Yes * Yes * Yes *
Percentage of elgible Service Technicians ASE Certified 89 * 100 * 89 * 89 * 100 * Total Number of New/Recertified ASE skill areas attained 12 * 10 * 16 * 16 * 10 *
* = Measures do not include Golf Course or Fabrication Technicians.
Percentage of Resources expended by Department
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Solid Waste Services N/A 23% 26.5% 27% 28% Water Services N/A 20% 22.0% 22% 22% Transportation Services N/A 15% 15.5% 16% 14% Police Services N/A 14% 13.5% 14% 15% Fire Services N/A 12% 13.0% 13% 12% Facility Services N/A 7% 4.0% 4% 4% Parks Services N/A 7% 3.0% 3% 4% All Others Combined N/A 2% 2.5% 2% 2% Facility Services
Mission Statement
The mission of Facility Services is to provide customers • Communicate updates so that all involved are and employees with an honest, courteous and informed and up to date with project schedules and responsive level of service where every Facilities team timelines. member is dedicated to providing the City’s public • Continue to enhance our buildings and parks with facilities and parks with exceptional workmanship while any Green opportunities, and cost effective changes exhibiting integrity and demonstrating a conscientious that will enhance our facilities. effort to maximize the City’s financial resources. • Continue to monitor monthly utility bills to track utility usage/cost yearly to find ways to improve Strategic Initiatives energy efficiency .
• Meet operational goals within budget. • Maintain all vehicles and equipment a safe and operable condition. • Maintain schedules and timeframes, and complete projects to the customer’s satisfaction. • Continue to prioritize departmental succession training and employee development.
Fiscal Year 2011 Accomplishments
• Replaced HVAC System at Carnegie Library. • Replaced slide and circulating pumps at Bryan Aquatics Center. • Repaired pool liner at Haswell Pool. • Resurfaced basketball courts at Bryan Regional Athletic Complex (BRAC), Castle Heights, Henderson, Jane Long, and Sam Rayburn parks. • Resurfaced tennis courts at Bryan High (6 courts), Tiffany (4), and BRAC (1) parks. • Re-carpeted weight room at Fire Station #1. • Commissioned control system at Central Fire. • Rewrote and commissioned the sequence for Library HVAC controls. • Custodial crews have maintained carpets and ceramic tile floors at Fire Stations 2-5. • Custodial crews have maintained carpets, Mondo floors, terrazzo floors, vinyl composite tile in Bryan Justice Center.
Fiscal Year 2012 Goals and Objectives
• Replace all rooftop HVAC units at Neal Recreation Center. • Replace HVAC units at Coulter Field Airport. • Replace HVAC units at the MSC Office. • Replace the Heaters at the Fleet maintenance shop. • Upgrade recreation exercise equipment at Neal Park. • Resurface tennis and basketball courts as needed at Austin’s Colony Tennis Center (3 courts),Bonham (2), Scurry (1), and Neal (1) parks. • Focus on training opportunities for those employees wanting to expand their knowledge. • Continue to ensure complete customer satisfaction at the end of our work request. Facility Services
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 1,250,702 $ 1,131,668 $ 1,131,668 $ 1,114,894 $ 1,170,256 Supplies 38,534 50,688 50,688 45,697 49,851 Maintenance & Services 376,177 434,516 434,516 415,303 499,024 Miscellaneous/Admin Reimb 240,116 256,795 256,795 245,952 191,943 Capital Outlay 49,058 - - - - Total Expenses$ 1,954,587 $ 1,873,667 $ 1,873,667 $ 1,821,846 $ 1,911,074
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Facility Services Manager 1 1 1 1 1 Facility Services Assistant 1 1 1 1 1 Facility Services Maintenance Supervisor 1 1 1 1 1 Facility Services Custodial Supervisor 1 1 1 1 1 Facility Services Project Coordinator 1 1 1 1 1 HVAC Technician 1 1 1 1 1 Maintenance Technicians, Tech Op I Thru V 9 9 9 9 9 Preventive Maintenance Technician 1 1 1 1 1 Service Worker, Custodial 7 7 7 6 6
Total 23 23 23 22 22
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Total completed Park Work Orders 2523 2449 2449 2449 2486 Total completed Facility Work Orders 3924 3384 3384 3384 3654 Total completed Work Orders 6447 5833 5833 5833 6140 Avg. labor hrs/facilities preventative maintenance work order 1.76 1.79 1.79 1.79 1.78 Avg. Labor hrs/facilities CORR Work Order 3.99 4.7 4.7 4.7 4.35 Avg. labor cost/facilities preventative maintenance work order $ 24.47 $ 24.35 $ 24.35 $ 24.35 $ 24.41 Avg. Labor cost/facilities CORR Work Order$ 84.22 $ 77.65 $ 77.65 $ 77.65 $ 80.94 Police Services
Mission Statement Fiscal Year 2012 Goals and Objectives
The Bryan Police Department is committed to provide • Expand the Major Crimes Section to four investigators superior police services to the public in order to protect life, by increasing authorized strength by one position. property and freedoms secured by the Constitution. We will • Expand the Crime Scene Section to three technicians identify and solve problems by forming partnerships with citizens to enhance the quality of life within our community. by increasing authorized strength by one position. • Expand the Drug Enforcement Unit to three “To protect and enhance the quality of life through investigators by increasing authorized strength by one excellence in service for a safer tomorrow.” position. • Reclassify the Professional Standards Division clerk Strategic Initiatives position from a part-time regular to a full-time regular • Annually update the department's five year strategic position. plan. • Initiate construction of a weapons firing range to • Maintain community partnerships to enhance quality of achieve a reduction in weapons qualification expenses. life for all Bryan residents. • Establish an unmarked vehicle pool program to achieve • Maintain accreditation status and compliance with a reduction in fuel expenditures. accreditation standards. • Provide excellence in law enforcement service to the • Transition the Animal Control Unit’s mobile data community. computers from data radio to USB air card • Continue to increase diversity within the departmental communications to improve efficiency and evaluate workforce. potential savings. • Collaborate with other agencies to reduce crime within • Enhance the CompStat process with advanced our community. analytics software to improve effectiveness.
Fiscal Year 2011 Accomplishments
• Reduced reported Part I Uniform Crime Rate (UCR) violent crime rate by seven percent (7%). • Maintained a Part I UCR clearance rate of thirty percent (30%). • Reduced Priority 1 response times by eight percent (8%). • Increased overall minority recruitment by seven percent (7%). • Achieved a seventy-three percent (73%) citizen satisfaction rating. • Reviewed and revised the department’s strategic plan. • Realized per diem savings of forty percent (40%) on Travel and Training. Police Services
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 13,209,940 $ 13,057,673 $ 13,057,673 $ 13,070,542 $ 13,658,914 Supplies 612,485 461,018 486,835 534,620 483,342 Maintenance & Services 419,706 407,982 423,981 395,732 388,258 Miscellaneous/Admin Reimb 641,313 583,225 583,225 601,402 115,140 Capital Outlay 27,371 - 51,597 - Total Expenses$ 14,910,815 $ 14,509,898 $ 14,603,311 $ 14,602,296 $ 14,645,654
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Administration (Executive Staff)$ 2,490,017 $ 2,069,491 $ 13,938,542 $ 13,915,342 $ 13,985,232 Staff Services 574,091 - - - - Investigations 2,197,725 2,184,190 98,125 78,013 77,090 Support Services 1,544,951 1,101,561 133,797 141,886 144,568 Auxiliary Services 838,066 908,323 19,634 22,362 17,774 Day Patrol 2,784,380 3,418,969 183,384 241,430 203,867 Night Patrol 2,402,651 3,012,606 100,498 94,276 107,425 Special Ops 2,077,948 1,814,278 129,331 108,987 109,698 Reserves 986 480 - - - Total Expenses$ 14,910,815 $ 14,509,898 $ 14,603,311 $ 14,602,296 $ 14,645,654 Police Services
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Accreditation Manager 1 1 1 1 1 Animal Control Officer 4 4 4 4 4 Animal Control Supervisor 1 1 1 1 1 Assistant Police Chief 3 3 3 3 3 Auxiliary Services Manager 1 1 1 1 1 CID Secretary 1 1 1 1 1 Crime Analyst 1 1 1 1 1 Crime Scene Investigator 1 1 1 1 1 Crime Scene Technician 1 1 1 1 1 Crime Victims Assistance Coordinator1 2 2 2 2 2 Field Operations Bureau Secretary 1 1 1 1 1 Intake Specialist 8 8 8 8 8 Intake Supervisor 1 1 1 1 1 Intake/Records Manager - - - - - Investigative Assistant 3 3 3 3 3 Police Chief 1 1 1 1 1 Police Clerk - - - - - Police Finance Assistant 1 1 1 1 1 Police Finance Clerk - - - - - Police Lieutenant 6 6 6 6 6 Police Officer 102 102 102 102 102 Police Sergeant 20 20 20 20 20 Police Staff Assistant 1 1 1 1 1 Property & Evidence Custodian 2 2 2 2 2 Records Clerk 7 7 7 7 7 Records Supervisor 1 1 1 1 1 Support Services Secretary 1 1 1 1 1 Total 171 171 171 171 171 Crime Victims Assistance Coordinator 1 One Crime Victims Asst Coord is grant funded. Note: 170 positions budgeted as one of the 171 is a military place holder.
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Priority call response time (minutes) 5.9 4.5 4.5 4.3 4.3 Traffic accident rate (per 1,000) 25 20 20 20 20 Total Part 1 Crimes reported 4,072 4,072 4,072 3,934 3,934 Citizen complaints filed 18 20 20 11 11 Employee turnover 10.00% 10% 10% 8% 8% Part 1 Crimes clearance rate 21.00% 21% 21% 30% 30% Percent crime rate growth 2.00% -3% -3% -5% -5% Percent change in traffic accident rate 5.00% -3% -3% -5% -5% Percent citizens satisfied or very satisfied 80.00% 80% 80% 78% 78% Implement a DNA program 100% 100% 100% 100% - Expand the Video Surveillance Network by 20 cameras 20 20 20 15 -
This page left blank intentionally. Fire Services & Emergency Operations Center
Mission Statement Fiscal Year 2011 Accomplishments
The mission of the Fire Services and Emergency • Hired six (6) firefighters to complete current approved Operations Center departments is to save lives, protect staffing level for fire department. property and enhance the quality of life of the citizens of • Ordered a new 100-foot ladder platform truck. Bryan by providing quality and cost efficient services • Received delivery of two new fire engines ordered in including fire prevention, fire suppression, rescue, fiscal year 2010. emergency medical, emergency management, code • Received $162,000 in Homeland Security Grant Funds enforcement and hazardous materials mitigation. for equipment purchases and upgrades. • Conducted 2,127 life safety and fire code inspections. Strategic Initiatives • Generated over $30,000 in municipal court fines from fire code and life safety code violations. • Plan for future fire station locations and relocations to • Interacted with 9,699 citizens in 87 events or programs sustain or improve acceptable response times and to in the fire prevention public education programs and provide for adequate personnel and equipment citizens fire academy. response. • Responded to 8,871 calls for Emergency Services. • Reduce average property loss by fire damage. • Successfully utilize Records Management System Fiscal Year 2012 Goals and Objectives (RMS)/ Computer Aided Dispatch (CAD) system. • Prevent fires by active code enforcement, public • Reorganize the support services division of the fire education and effective fire investigation. department. • Provide excellent customer service in fire suppression, • Implement an in-the-field reporting system using emergency medical services, hazardous materials software and tablets (laptops) purchased with mitigation, technical rescue and homeland security Homeland Security Grant Funds. issues. • Update the records management reporting software • Protect the community from natural and man-made programs currently used by the fire department. disasters through progressive emergency management • Continue to participate in the Federal Homeland leadership. Security Grant program. • Continue to provide excellent customer service through efficient and effective fiscal management. . • Improve both the quality and quantity of professional development opportunities for all fire department supervisors.
Fire Services & Emergency Operations Center
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 9,008,928 $ 9,472,720 $ 9,472,720 $ 9,400,662 $ 9,834,495 Supplies 590,834 548,601 575,986 582,982 562,077 Maintenance & Services 504,797 514,921 514,921 533,055 541,716 Miscellaneous/Admin Reimb 896,934 878,755 878,755 885,220 73,395 Capital Outlay 17,475 - 23,500 - - Total Expenses$ 11,018,968 $ 11,414,997 $ 11,465,882 $ 11,401,919 $ 11,011,683
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Fire Services$ 10,947,026 $ 11,328,868 $ 11,379,753 $ 11,315,790 $ 10,923,332 Emergency Operations Center 71,942 86,129 86,129 86,129 88,351 Total Expenses$ 11,018,968 $ 11,414,997 $ 11,465,882 $ 11,401,919 $ 11,011,683
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Fire Chief 1 1 1 1 1 Assistant Fire Chief 3 3 3 3 3 Fire Marshal 1 1 1 1 1 Deputy Fire Marshal 1 1 1 1 1 Battalion Chief 3 3 3 3 3 Lieutenant 21 21 21 21 21 Apparatus Operator 21 21 21 21 21 Fire Inspector/Lieutenant 2 2 2 2 2 Firefighter 57 57 57 57 57 Fire Services Administrative Assistant 1 1 1 1 1 Fire Services Clerk 2 2 2 2 2 Emergency Mgmgt Coordinator 1 1 1 1 1 Total 114 114 114 114 114
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Percent of Fire/EMS responses under 5 minutes 59% 58% 58% 58% 56% Number of residential/commercial fires 139 150 150 150 165 Value of property lost to fire $1,303,995 $1,500,000 $1,500,000 $1,500,000 $1,600,000 Value of property saved from fire $24,448,040 $27,000,000 $27,000,000 $27,000,000 $30,000,000 Number of Civilian deaths 00000 Number of Civilian injuries due to fire 10 22 22 22 20 Number of Firefighters with lost time injuries 00000 Number of Incidents with flame spread exceeding 3 22 25 25 25 28 Number of Inspections 2127 2200 2200 2200 2500 Number of citizens trained in fire prevention 9699 10000 10000 10000 11000 Total emergency responses 8873 9200 9200 9200 9500 Total unit responses 15030 17500 17500 17500 18000 Total EMS patients 5588 6200 6200 6200 6300 Average calls per day 24.3 25 25 25 26 Average unit responses per day 41.2 48 48 48 49 Number of Citizens Trained in BFD Citizen Fire Academy 13 20 20 20 25 Total funds obtained from Homeland Security Grant Program $162,679.60 $100,000 $100,000 $100,000 $150,000 Parks & Recreation
Mission Statement
The mission of Parks and Recreation is to enhance and improve the quality of life of all citizens of Bryan. Promote tourism, aid in public safety through juvenile crime prevention, and contribute to community aesthetics by providing high quality parks and facilities, highly trained professional staff, special events, and wholesome, constructive recreation programming.
Strategic Initiatives
• Provide the community with a variety of park facilities and amenities. • Continue to improve the aesthetic aspects of the park facilities. • Provide recreational opportunities for all interests and ages. • Provide a better quality golfing experience at Bryan Municipal Golf Course. • Continue to grow and improve the Texas Reds Festival.
Fiscal Year 2011 Accomplishments
• At the Travis B. Bryan Municipal Golf Course we rebuilt the bulkhead on number 3 green, performed numerous turf renovations throughout the course, established our maintenance yard off from Williamson Street, renovated number 10 green, planted over 100 trees, and install additional air conditioning in the Pro Shop. • Our golf rounds increased from 34,937 to 36,500. • Palace Theater rental income increased. • The Bryan City Cemetery design work was completed and construction is underway. • Design work was completed for the construction of the Morris “Buzz” Hamilton Park. • Successfully reorganized our Parks Division for a more efficient operation. • We increased our attendance at our aquatic facilities.
Fiscal Year 2012 Goals and Objectives
• Increase attendance and sponsorship by 20% for Texas Reds • Reduce the deficit at Texas Reds by $75,000 • Increase rounds of golf at the municipal course by 5% • Add 10 program offerings for the community • Increase attendance at our aquatic facilities by 10% • Increase the use of the Palace Theater by 25% • Develop the Morris “Buzz” Hamilton Park • Design and construct the addition to the Bryan City Cemetery • Undertake and complete 3 projects at the golf course
Parks & Recreation
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 2,164,620 $ 1,825,297 $ 1,872,784 $ 1,947,376 $ 2,003,133 Supplies 444,460 411,400 411,400 332,582 433,159 Maintenance & Services 903,198 962,075 962,075 887,068 957,742 Miscellaneous/Admin Reimb 762,613 882,908 882,908 863,122 804,525 Debt Service - - 158,000 158,000 158,800 Capital Outlay 69,575 11,500 11,500 34,980 - Total Expenses$ 4,344,466 $ 4,093,180 $ 4,298,667 $ 4,223,128 $ 4,357,359
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Parks & Recreation Administration$ 959,314 $ 304,629 $ 304,629 $ 351,397 $ 240,796 Texas Reds Festival 260,022 212,664 212,664 70,693 214,501 Municipal Golf Course 754,383 764,368 969,855 969,459 978,537 Parks 596,590 1,569,950 1,569,950 1,556,215 1,571,122 Cemetary 66,727 72,414 72,414 67,567 71,847 Recreation 292,559 212,682 212,682 239,768 311,628 Aquatics 653,565 576,561 576,561 559,126 570,476 Athletics 480,710 130,213 130,213 141,993 135,138 Neal Recreation Center 280,596 249,699 249,699 266,910 263,314 Total Expenses$ 4,344,466 $ 4,093,180 $ 4,298,667 $ 4,223,128 $ 4,357,359
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Department Manager 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 Parks Manager (Cemetery Sexton) 1 1 1 1 1 Athletic Supervisor 1 1 1 1 1 Neal Recreation Center Supervisor 1 1 1 1 1 Aquatic Supervisor 1 1 1 1 1 Recreation Manager 1 1 1 1 1 Special Events/Marketing Supervisor 1 1 1 1 1 Grounds Foreman 1 1 1 1 1 Irrigation Specialist 1 - - - - Recreation Programmer - 1 1 1 1 Parks Grounds Worker 3 3 3 3 3 Maintenance Technician 1 1 1 1 1 Golf Operations Manager 1 1 1 1 1 Golf Assistant Operations Manager 1 1 1 1 1 Golf Assistant Maintenance Manager 1 1 1 1 1 Golf Maintenance Manager 1 1 1 1 1 Golf Mechanic 1 - 1 1 1 Total 19 18 19 19 19 Parks & Recreation
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Holiday Magic - Participants 5,500 6,000 6,000 6,000 6,300 Family Camp Out - Participants 240 300 300 300 315 Pee Wee Sports Program - Participants 325 625 375 375 375 Aquatics - Learn to Swim - Participants 2,000 2,200 2,200 2,200 2,200 Summer Park Program Sites 99999 Summer Park Program - Participants 625 900 700 700 735 Neal Recreation Center Memberships 425 450 450 450 460 Adult Softball - Teams Registered 125 125 125 125 125 Cemetery Plot Sales 100 115 115 115 115 # of Pavilion Rentals 827 930 900 900 945 Palace Theater Rentals 34 65 40 40 50 Community Education Programs 36 15 5 5 10 Texas Reds Participation 25,000 38,000 0 0 35,000 Sponsorships $193,687 $250,000 $0 $0 $200,000 Parcels of parkland acquired 22221 Conduct facility surveys 02223 Senior Programs conducted each month 05000
This page left blank intentionally. Bryan + College Station Library Services
Mission Statement Fiscal Year 2012 Goals and Object
The mission of the Bryan + College Station Public Libraries • Continue to develop Adult Reading Programs. is to provide equal opportunity access to information, high • Continue to improve the appearance and space quality book and multimedia materials, programs, exhibits utilization at all library system buildings. and online resources to meet the needs of a diverse • Maximize limited staff to provide excellent customer community for lifelong learning, cultural enrichment, and service to the public. intellectual stimulation by employing a knowledgeable, well- trained staff committed to excellent service.
Strategic Initiatives
• Provide year-round, age appropriate programs that foster the love of reading and knowledge. • Provide year-round training classes in computer programs. • Improve patron’s access to cutting edge technology. • Provide access to databases to keep up with the advancement of knowledge. • Continue to improve staff knowledge and skills through training.
Fiscal Year 2011 Accomplishments
• Circulated 857,090 items, an increase of 13% over fiscal year 2010. • Circulated 315,659 juvenile materials, an increase of 4% over fiscal year 2010. • Provided 109,482 uses of public access to computers, an increase of 10% over fiscal year 2010. • Received 560,855 visitors to the libraries, an increase of 13% over fiscal year 2010. • Provided 575 programs with an attendance of 53,100. • Implemented downloadable audio books. • Launched a new website. • Participated in the Broadband Technology Opportunities Program (BTOP) federal grant to replace all public internet accessible computers in the library system. Bryan + College Station Library Services
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 2,075,520 $ 2,055,484 $ 2,055,484 $ 1,985,003 $ 2,016,861 Supplies 42,594 40,465 57,884 59,831 37,890 Maintenance & Services 113,694 80,256 80,256 116,883 115,980 Miscellaneous/Admin Reimb 31,491 38,719 38,919 35,667 28,575 Capital Outlay 198,651 204,330 212,723 212,723 167,000 Total Expenses$ 2,461,950 $ 2,419,254 $ 2,445,266 $ 2,410,107 $ 2,366,306
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Bryan Library$ 1,241,833 $ 1,184,896 $ 1,207,239 $ 1,173,081 $ 1,153,470 College Station Library 929,947 979,679 983,348 982,347 954,649 Carnegie Library 290,170 254,679 254,679 254,679 258,187 Total Expenses$ 2,461,950 $ 2,419,254 $ 2,445,266 $ 2,410,107 $ 2,366,306 Bryan + College Station Library Services
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Library Services Division Manager 1 1 1 1 1 Bryan Public Library: Administrative Assistant 1 1 1 1 1 Administrative Clerk 1 1 1 1 1 Automation Systems Technician 1 1 1 1 1 Library Supervisor 1 1 1 1 1 Reference Librarians 4 4 4 4 4 Technical Services Clerk 1 1 1 1 1 Catalog Librarian/Tech Services 1 1 1 1 1 Library Clerk 3 3 3 3 3 Senior Librarian 1 1 1 1 1 Carnegie Library Branch: Carnegie Branch Librarian 1 1 1 1 1 Carnegie Reference Librarian 1 1 1 1 1 Carnegie Branch Clerk 2 2 2 2 2 College Station Branch: Library Supervisor 1 1 1 1 1 Branch Librarian 1 1 1 1 1 Library Clerk 6 6 6 6 6 Reference Librarian 6 6 6 6 6 Library Driver/clerk 1 1 1 1 1 Service Worker 1 1 1 1 1 Total 35 35 35 35 35
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Circulation 857,090 800,000 800,000 793,428 800,000 Library Visitors 560,855 500,000 500,000 420,534 430,000 Number of Volumes 235,137 260,000 260,000 260,000 275,000 Number of Reference Inquiries 21,995 27,000 27,000 25,335 27,000 Number of volunteer hours 2,224 2,000 2,000 2,300 2,500 Computer use 109,482 110,000 110,000 101,853 105,000 Registered Borrowers 33,266 69,000 69,000 35,000 38,000 Program Attendance 53,100 53,000 53,000 12,471 15,500
This page left blank intentionally. Development Services
Mission Statement
The mission of the Development Services department is to • Educated the Building Standards Commission and provide quality customer service and education through Board of Appeals on codes and the mobile home park team work and positive relationships to guide and promote initiative. development which helps build and maintain a valued • Teamed up with Brazos Valley Council of Governments community for current and future generations. (BVCOG) and the Housing Task Force (Bryan PD, Fire, Code Enforcement, and Building Inspections) to identify Strategic Initiatives dangerous or poorly maintained multifamily properties. • Teamed up with other departments to identify motels, • Pursue and promote Comprehensive Plan goals and duplexes, and other multifamily properties with serious objectives through education, initiatives and code violations. enforcement of adopted standards. • Educated multifamily property owners on code and • Address the educational needs of the community, permit requirements. specifically targeting code enforcement, permit • Assisted in removing individuals and families from requirements and development in general. dangerous structures and helped relocate them to safer • Encourage development of new and implementation of structures. adopted plans, for example, neighborhood plans and • Assisted several families during long periods of cold specific corridor plans. weather with finding better, warmer shelter. • Prepare for and encourage responsible and • Facilitated the adoption of updated versions of our aesthetically pleasing growth initiatives. International Codes. • Facilitate growth through high-standard, streamlined • Worked towards implementing City Council’s adopted development, permitting and inspection process. strategic initiatives and the Comprehensive Plan’s • Increase efficiency and provide positive customer goals and objectives on a daily basis. service experiences through sharing resources and • Managed all aspects concerning six City advisory cross-training within the department and city. boards and commissions, including a Planning and • Assist other departments in planning for future Zoning Commission subcommittee, from meeting infrastructure needs. coordination and the preparation and distribution of • Improve the image and safety of the City and its detailed background information, to meeting citizens through proactive enforcement of adopted implementation and follow-up. codes and ordinances. • Managed the City’s five Tax Increment Reinvestment Zones. Fiscal Year 2011 Accomplishments • Prepared detailed background information and presented development proposals and other projects to • Improved Manufactured Home policies to insure safer the City Council for direction and/or final action. housing. • Coordinated the review of development proposals • Organized and conducted mobile home park through the site development review and change of inspections with the Mobile Home Park Team. owner/use/tenant processes. • Met monthly to cross train inspectors and plans • Provided staff support for numerous (pre-) development examiner. meetings with citizens and developers every week. • Attended seminars and code training workshops on • Continued the “staffer on call” program making a staff mechanical, electrical, plumbing and architectural person available during all business hours to assist requirements. customers both in person and over the phone. • Revised permit applications and inspection process to • Continued working with downtown property owners to be more efficient. This includes allowing more special improve their properties in accordance with adopted inspections for certain engineered items, such as piers, design guidelines. speed construction for contractors, and improving • Completed contract with consultant on historic inspection response times. resources survey in west downtown Bryan and • Required better drawings for commercial and presented recommendations to City Council. residential permit applications to avoid problems and • Participated as ex-officio member of the Downtown surprises in the field, and to ultimately help speed up Bryan Association (DBA). the inspection process with less problems and/or • Completed a promotional video about Downtown issues to work out in the field. Bryan. • Assisted and improved relationships with other • Assisted the organizational efforts of the “Lights On in departments, such as Transportation (with residential Downtown” planning committee. driveway right of way inspections), Fire Department • Assisted the organizational efforts of the “Texas Reds (fire code issues), Environmental (grease traps), Steak and Grape Festival” planning committee. Engineering (drainage, private storm drains, flood • Continued the coordination of the manufactured home plain), BTU, etc. land-lease community inspection program, a multi- • Worked with residential properties where work has departmental effort to achieve code compliance in all of been completed without permits (post development). the City’s manufactured housing communities. Development Services
• Assisted with all aspects of the Downtown North • Continue to educate public on (1) newly adopted redevelopment project. codes, (2) importance of code compliance for safer • Updated the Developer’s Guide. structures, and (3) on when permits are required. • Served as the City’s representative on several • Identify motels, multifamily, duplex, and other rental community organizations and committees. property needing attention or education on code • Provided presentations on current development compliance and permit requirements. activities, capital improvement projects, building • Begin planning for process of proposing a new zoning permitting trends and/or the City’s development map. process to the Planning and Zoning Commission, the • Begin planning for process of updating the City’s City Council as well as various groups and Comprehensive Plan, including a useful future land use organizations in the community. map and Thoroughfare Plan. • Continued extensive staff training and program • Continue recommending long-range planning efforts establishment for migrating from the current land that help provide for attractive commercial management and permitting software HTE to Sungard development/redevelopment and residential ONESolution. neighborhood protection/conservation. • Continued efforts to update the City’s Subdivision • Begin identifying future growth areas and the Ordinance. development of preliminary plans on how to extend city • Initiated preparations to update the City’s Land and Site services to those areas. Development Review, Zoning and Sign Ordinances. • Continue to provide accurate, timely and relevant • Continued educational workshops for Planning and information to the City Council, boards and Zoning Commission providing training on development commissions, city management and citizens. review processes and approval procedures as well as • Continue to educate appointed officials in workshop development-related department updates. meetings about the City’s stated vision and their • Assisted the Planning and Zoning Commission in its responsibilities in working towards achieving that discussions on building design standards. vision. • Provided staff for inspection and routine maintenance • Continue to provide pre-development meetings, a at Coulter Field. staffer on call, and streamlined development review, • Commenced working on an inventory layer showing all permitting and inspection processes with customer billboards in GIS. service that is prompt and responsive. • Provided staff and resources to assist in public education and outreach through PSAs, radio shows and the creation of informational material about the City’s processes. • Identified dangerous structures and worked on their repair or removal through the Building and Standards Commission and the demolition program. • Administered the Economic Development Administration (EDA) grant for the Next Generation Industrial Park. • Assisted in the development of standards for the Bio- medical Corridor.
Fiscal Year 2012 Goals and Objectives
• Continue to improve the manufactured home inspection process and separate the problems into two areas: 1.) individual home issues and 2.) park issues. • Continue to cross train staff and meet at least twice a month on site to discuss inspection processes. • Encourage the inspectors to gain at least one new certification by year end. • Revise and update permit applications. • Continue to scan older drawings and store in Laserfische to reduce paper storage • Continue to educate the Building Standards Commission and Board of Appeals on codes and other relevant issues.
Development Services
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 1,433,835 $ 1,569,444 $ 1,569,444 $ 1,481,350 $ 1,512,340 Supplies 51,110 59,186 59,186 64,814 55,908 Maintenance & Services 105,650 134,063 134,063 139,063 57,557 Miscellaneous/Admin Reimb 80,921 91,821 91,821 95,196 60,000 Total Expenses$ 1,671,516 $ 1,854,514 $ 1,854,514 $ 1,780,423 $ 1,685,805
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Economic Development Planner - 1 1 1 1 Planning & Development Director 1 1 1 1 1 Assistant Planning & Development Director 1 1 1 1 1 Senior Planner 1 1 1 1 1 Planning Administrator 1 1 1 1 1 Project Planner 1 1 1 1 1 Development Technician 1 1 1 1 1 Development Coordinator 1 1 1 1 1 Development Services Representative 4 4 4 4 4 Staff Assistant 2 2 2 2 2 Building Inspector 1 1 1 1 1 Building Services Administrator 1 1 1 1 1 Code Enforcement Officer 4 4 4 4 4 Code Enforcement Coordinator/Supervisor 1 1 1 1 1 Development Project Specialist 1 1 1 1 1 Electric Inspector 1 1 1 1 1 Plans Examiner 1 1 1 1 1 Plumbing & Mechanical Inspector 1 1 1 1 1 Total 24 25 25 25 25 Development Services
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted # of working days to review site dev. submittals 44444 # of hours per day a "staffer on call" is available to the public 88888 Planning and Zoning Commission meetings 18 21 21 18 19 Historic Landmark Commission meetings 9 22 22 12 10 Zoning Board of Adjustment meetings 6 12 12 8 8 # of special training wrkshps for boards and commissions 13 5 5 17 12 Change of owner/use/tenant applications processed 238 290 290 200 240 # of days to obtain a residential building permit 23322 Response time to request for inspection (hours) 20 24 24 20 20 # of inspections 7,500 8,000 8,000 9,575 10,000 # of dangerous structures repaired/razed 5 30 30 42 72 # of new single family residence & duplexes permitted 193 180 180 180 180 Total # of permits issued 5,806 5,000 5,000 6,000 6,200 # of mobile home park inspections 23 30 30 35 35 % complete on ONESolution System Set-up 50% 100% 100% 75% 100% % complete on the Developers Guide update 50% 100% 100% 100% N/A # of professional staff receiving formal training 12 12 12 12 12 # of development/building codes updated or rewritten 0 12 12 10 5 % complete on Census assistance 90% 90% 90% 100% N/A % complete on mid-point Comp Plan staturs report 90% 100% 100% 100% N/A Faciliated funds for DIP $94,070 $100,000 $100,000 $80,000 $100,000 % complete on West Side Survey N/A N/A N/A 100% N/A % complete on Brownsfiled Grant N/A 100% 100% 20% 75% Special Projects Administration
Mission Statement Fiscal Year 2012 Goals and Objectives
To plan, develop and implement special projects within the • Provide oversight of financials for the LaSalle Hotel Community Development Services Department, which (monthly). support the City Council Initiatives for the benefit of the • Provide coordination of LaSalle management project. citizens of the City of Bryan; to eliminate slum and blight; • Provide technical assistance to special project “Grants and for the general betterment of the community. Committee”. • Provide technical assistance to special project “Social Strategic Initiatives Inclusion/Exclusion” Model. • Provide technical assistance to a minimum of 3 special • Expand the supply of decent, safe, and affordable projects with private entities for collaborative housing through support of the Community partnerships with the City of Bryan encompassing the Development Services Department programs (Council Growth, Education and Diversity City Council Strategic Initiative: Image, Growth, and Diversity). Initiatives such as the community wide DASH • Increase access to public services and public facilities Committee, United Way’s Financial Stability Committee through the coordination of the public service funding and the Bank on it Program. process (City Council Initiative: Growth and • Provide coordination of the City’s outside agency public Infrastructure). service funding process. • Increase economic development by providing technical • Provide oversight and monitoring of a minimum of 2-5 assistance to special economic development projects outside agencies and 6 federally funded agencies. (City Council Initiative: Growth and Image). • Increase the opportunity for additional funding by providing assistance on grant development for special projects (City Council Initiative: Education and Growth).
Fiscal Year 2011 Accomplishments
• Provided coordination of the outside agency process for 3 non-CDBG service agencies (City Council Initiatives: Education). • Provided technical assistance to 9 private housing developers for the Texas Department of Housing & Community Affairs tax credit developments (City Council Initiatives: Growth and Diversity). • Researched a minimum of 5 housing grant opportunities for the City, Community Development Services and Community Housing Development Organizations (City Council Initiatives: Education and Growth). • Provided oversight of LaSalle Hotel management firm, Magnolia Hotels (City Council Initiatives: Growth and Diversity). • Coordinated the LaSalle Hotel’s capital improvement project Basement Meeting Room project. (City Council Initiatives: Growth). • Provided technical assistance to George Bush School Poverty Initiative Seminar special project (City Council Initiatives: Growth). • Provided technical assistance to Neighborhood Impact Area City Department Committee (City Council Initiatives: Growth and Diversity). • Provided technical assistance to (City Council Initiatives: Education and Growth). • Provided technical assistance as part of the City Census Committee (City Council Initiatives: Education and Growth). • Provided technical assistance to Texas A&M University’s Planning Department for internships (2) and projects (2) for 2011 fiscal year (City Council Initiatives: Education and Growth). • .
Special Projects Administration
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 29,302 $ 26,787 $ 26,787 $ 26,787 $ 27,719 Supplies 2 - - - - Maintenance & Services 317 133 133 133 418 Total Expenses$ 29,621 $ 26,920 $ 26,920 $ 26,920 $ 28,137
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Community Development Manager 0.25 0.25 0.25 0.25 0.25 Total 0.25 0.25 0.25 0.25 0.25
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Number of financial reviews for LaSalle Hotel 12 12 12 12 12 Number of LaSalle proposal management projects 1 1 1 1 1 Number of LaSalle Hotel management reviews 4 4 4 3 4 Number of special projects partnerships with private entities 3 3 3 3 3 Number of public service agency funding processes coordinated 2 2 2 2 2 Number of outside agency contracts managed - - - 3 - Number of federally funded contracts managed 3 3 3 3 3 Number of City-wide planning process projects for 5 Year Consolidation Plan 1 1 1 2 2 Provided staff assistance to Downtown North Committee 1 1 1 1 1 Provide staff assistance to Census Committee - - - - - Provide staff assistance to Grants Committee - - - - - Number of Bryan's 1st Rehab. meetings coordinated 3 3 3 3 3
This page left blank intentionally. ENTERPRISE FUNDS OVERVIEW
FUND DESCRIPTION
The City’s Enterprise Funds consist of the following • Right-of-Way payments are expected to increase by departments: $19,735. • Water • BTU transfer for payment for billing and collections is • Wastewater $459,702. • Solid Waste • Debt service payments for the Water Fund total • City Electric (BTU City) $3,997,212. • Rural Electric (BTU Rural) • Coulter Field Airport During FY2007, Water Services reinstated their meter • Bryan Commerce and Development (BCD) replacement program which takes a proactive approach to meter replacement. Standard practice is to replace meters These funds are financed and operated in a manner similar every 10 years; with age, meters tend to read water usage to private business enterprises. The costs of providing “slow”, meaning water usage is under-billed. With over half products and services to the public are recovered primarily of the City’s water meters more than 10 years old, it is through user charges. expected that metered water consumption will continue to increase as older meters are replaced with new meters that All Enterprise Fund types are accounted for on the will more accurately register water usage. Furthermore, the economic resources measurement focus and the accrual increased water usage will precipitate increased basis. Revenues are recognized in the period in which they wastewater revenues since sewer charges are based on are earned and become measurable, and expenses in the water consumption. period in which they are incurred and measurable. Contrary to Generally Accepted Accounting Principles (GAAP) of The minimum bond coverage ratio is 1.25. Currently, the recording depreciation in the income statements and bond coverage ratio for projected for the end of FY2012 is recording retirements of principal and capital purchases on 1.90. the balance sheet, the City does not budget for depreciation or amortization of assets but does budget capital expenses WASTEWATER FUND and debt principal on the operating statements. Operating revenues for FY2012 are anticipated to be WATER FUND $12,467,700.
Operating revenues consists of sales, penalties, Total revenues for FY2012 are expected to be $12,753,900, miscellaneous, and administrative reimbursements. with $286,200 of income attributed to non-operating sources. • Anticipated operating revenues of $11,635,800 an
increase of $394,700 (3.5%) from the FY2011 adopted Non-operating income is expected to increase $38,000 figure of $11,241,100. above the FY2011 budget; from $286,200 to $248,200. • Total revenues for FY2012 are expected to be
$11,910,300, of which $274,500 are from non- Operating expenses are expected to be $5,654,524 in operating revenue sources, including interest income FY2012. This is a decrease of $48,907 over the FY2011 and miscellaneous income. budgeted amount of $5,703,431.
Anticipated total operating expenses of $5,478,913, an Non-operating expenses are expected to have a net increase of $153,693 (2.9%) from the FY2011 adopted decrease of $1,995,200 from the FY2011 adopted budget. budget of $5,325,220. This increase is due to the following: • Water services maintained 21,951 residential and • Annual capital decrease of $1,600,000. commercial meters in FY2010 and plans to maintain • Right-of-Way payments are reduced to 5% 22,176 meters in FY2011. • BTU transfer for FY2012 is expected to be $447,064. • The current reserve requirement (sixty days of This transfer is payment to BTU to read the meters, bill operating expenses) is $900,643. The ending and collect. unrestricted net current assets will be $104,080. • Debt service payments and expenses total $3,530,642 Non-operating expenses in FY2012 are anticipated to be in FY2012 for General Obligation and Revenue Bond $7,975,736, a decrease of $1,684,634 from the FY2011 debt service. adopted budget of $9,776,259. The operating reserve requirement (60 days of operating • Also included is the cost study allocation figure for expenses) is $929,511. The ending unrestricted net current administrative reimbursement. For FY2012 the assets are $5,460,917, which is well in excess of the reimbursement is $806,299, down $65,596 from the requirement. FY2011 Adopted amount of $871,895.
• Annual capital is $2,003,800. The minimum bond coverage ratio is 1.25; Wastewater has
a projected ratio of 2.50 in FY2012.
SOLID WASTE FUND • FY2012. The ending FY2012 working capital balance is Operating income is anticipated to be $7,588,707 which is estimated at $28,321,515. higher than the FY2011 budget amount of $7,368,130. • Operating income consists of Residential and BTU-RURAL commercial refuse, tipping fees, compost fees, recycling, administrative reimbursements, penalties, The Rural Electric Division is comprised of the Distribution license & permit fees and miscellaneous operating and Administrative services directly attributable to the rural income. service area. The Rural Electric Division is comprised of those areas outside the city limits of the City of Bryan which Interest on Solid Waste operating funds total $30,000. includes portions of: Brazos County, Burleson County, Robertson County, the City of Snook Total operating expenses of the Solid Waste Fund for FY2012 are $6,146,465, which is an increase of 6.6% over Overall revenues for FY2012 are projected to be the FY2011 adopted budget. $30,424,047. • This is $894,245 (3.00%) higher than the FY2011 Non-operating expenses will decrease $391,775 to adopted budget of $29,529,802 due to higher kwh $1,974,089, below the FY2011 budget amount of sales levels. $2,365,864. • Operating revenue is derived from operations, miscellaneous revenue, and investment earnings • Annual Capital will stay the same at $977,312. Total operating expenses for FY2012 are projected to be . $25,890,482. • This is a $147,345 (0.6%) increase from the FY2011 BRYAN TEXAS UTILITIES (BTU) adopted budget. • The increased cost of power purchased from BTU- Bryan Texas Utilities (BTU) is an enterprise activity of the City/QSE comprises the majority of the change. City of Bryan, Texas. BTU operates a “City” and “Rural” electric system. Each system, while operated by a common BTU-Rural non-operating expenditures will decrease by staff, is maintained separately for internal and external $470,972 to $3,843,600 over FY2011 budget. accounting and reporting purposes. • Capital expenses for FY2012 are $3,082,800 (-4.5%) The City Electric System encompasses the following lower than the FY2011 adopted budget. services provided to customers within the city limits of • Unrestricted BTU-Rural operating funds are projected Bryan: Production, Transmission, Distribution, to be $4,475,750 at year end. Administration, Customer Service, Key Accounts & Energy Management and QSE (Qualified Scheduling Entity) BRYAN COMMERCE AND DEVELOPMENT (BCD) Services. Bryan Commerce and Development (BCD) was created in BTU-CITY 2000 to aid the City with economic development activities. The creation and use of BCD was essential since the Texas Overall operating revenues for the BTU-City/QSE service Local Government Code (LGC) limits the power and are projected to be $148,625,898 in FY2012. activities of local governments in respect to non-traditional • This is an increase of $16,670,127 (12.6%) from the government activities, specifically regarding the disposition FY2011 adopted budget due to higher kwh sales levels. of property. Major economic development activities of BCD • Operating revenue is derived from operations, have included a partnership in the formation of Traditions miscellaneous revenue, and investment earnings. and in the redevelopment of the LaSalle Hotel in Downtown Bryan. Total operating expenses for BTU-City/QSE for FY2012 are projected to be $110,289,216. Recent economic development activities have included the • This is an increase of $13,524,579 (14%) from the purchase and donation of land for the purpose of spurring FY2011 adopted budget.. economic development on the west side of Bryan for the development of the new Texas A&M Health Science Center BTU-City/QSE’s non-operating expenditures will decrease to be located in the city limits of Bryan. by $4,848,856 to $37,705,246 under FY2011 budget. There are no FY2012 revenues budgeted. • Debt service payments are budgeted to increase by $6,263,502 as a result of financing $63 million of TMPA Fiscal Year 2012 BCD expenditures are comprised of debt in FY2010. $57,000 for an interest payment on a land purchase note • Capital improvements funded from working capital are for property purchased near the Health Science Center primarily associated with improvements in distribution project. Also, $178 will be spent on other services and and system growth. charges.
AIRPORT FUND
Coulter Field is a general use airport on the northeast side of Bryan. It is managed by a fixed base operator (FBO) under contract with the City.
FY2012 operating revenues are adopted to be $465,300. The primary sources of revenues are hanger rentals and fuel revenues. Non-operating revenues total $19,535 and include grants, interest income and miscellaneous revenues from resale items.
Operating expenses for FY2012 are budgeted at $479,248, an $89,389 increase over FY2011 budget. Operating expenses are comprised of maintenance and other services and charges.
This page left blank intentionally. Enterprise Funds FY2012 Revenues
Solid Waste Airport $7,823,841 $484,835 Wastewater 4% 0% $12,837,584 6% Water $11,910,300 6%
BTU ‐ Rural $30,424,047 14%
BTU ‐ City $148,625,898 70%
Enterprise Funds FY2012 Expenses Solid Waste Airport $8,209,154 $483,505 Wastewater 4% 0% $16,116,878 7% Water $13,454,649 6%
BTU ‐ Rural $29,734,082 14%
BTU ‐ City $147,994,462 69% Water Fund
Mission Statement Fiscal Year 2012 Goals and Objectives
The mission of Water Services is to produce and supply • Replace miscellaneous distribution lines. safe, palatable water for drinking and domestic use that • Construct 1 MG storage reservoir. satisfies the needs of all residential and commercial • Install strategically placed valves to enhance customers. To accomplish this mission we will: distribution system operation. • Install 15 strategically placed valves to enhance • Provide continuous improvement in operations and distribution system operation. customer service. • Replace 50 valves identified as deficient during the • Maintain infrastructure and facilities to maximize cost- valve exercise program. effective service life and supply. • Flow test fire hydrants. • Develop and implement plans to satisfy future water • Update Water Conservation and Drought Contingency demands. Plans. • Continue implementation of Automated Meter Strategic Initiatives Infrastructure (AMI). • Improve fire flows in areas with flows currently below • The City maintains sufficient quantities of water to meet 1000 gpm. demands. • Implement conservation rate structure. • The City receives no water quality violations. • Install well collection line between Wells #6 and #8. • Low water pressure or quantity problems do not occur. • Implementation of emergency generators for the water • Annual maintenance operations are performed within production system. budget. • Manageable Backflow Prevention Program. • Elevate customer service levels by promptly • Rehabilitate High Service Pump #7 responding to service requests. • Enhance the working environment for employees by improving communications and rewarding performance.
Fiscal Year 2011 Accomplishments
• Replaced miscellaneous distribution lines. • Installed pump at Main Street Pump Station (7500 gpm). • Continued proactive valve program. • Replaced commercial meters 1.5-inch (300) and 2-inch (300). • Finalized Automated Meter Infrastructure (AMI) Contract/Implementation. • Rehabilitated pump #4 at the well field. • Completed façade improvements to Main Street Pump Station. • Replaced well collection line from well #12 to well #13. • Adopted water ordinance. • Adopted water utility extension ordinance. • Constructed Well #19 collection line. • Bid Wickson Interconnect. • Constructed significant portion of the 5 MG storage reservoir. • Explored rebate program for low flow fixture devices for low income customers. • Installed waterline to the Texas Triangle Business Park. • Evaluated water conservation rate structure. Water Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Operating Revenues: Water Sales$ 11,371,801 $ 11,140,100 $ 11,140,100 $ 11,503,000 $ 11,510,800 $ 370,700 3.3% Water Penalties 150,916 101,000 101,000 125,000 125,000 24,000 23.8% Miscellaneous 6,500 - - - - - N/A Total Operating Revenues $ 11,529,217 $ 11,241,100 $ 11,241,100 $ 11,628,000 $ 11,635,800 $ 394,700 3.5% Non-Operating Revenues: Interest Income$ 74,517 $ 100,000 $ 100,000 $ 116,000 $ 100,000 $ - 0.0% Water Tap Fees 176,065 150,000 150,000 100,000 150,000 - 0.0% Oil & Gas Royalty 2,450 3,500 3,500 1,500 1,500 (2,000) -57.1% Inventory markup 19,252 23,000 23,000 23,000 23,000 - 0.0% Miscellaneous non-operating income 35,515 - - 49,945 - - N/A Revenue Bonds - - - 5,105,000 - - N/A Total Non-Operating Revenues $ 307,799 $ 276,500 $ 276,500 $ 5,395,445 $ 274,500 $ (2,000) -0.7% Total Revenues$ 11,837,016 $ 11,517,600 $ 11,517,600 $ 17,023,445 $ 11,910,300 $ 392,700 3.4%
Expenditures: Operating Expenses: Water Administration$ 166,603 $ 130,184 $ 130,184 $ 167,119 $ 305,687 $ 175,503 134.8% Water Production 2,704,225 2,956,821 3,083,742 3,064,896 2,955,676 (1,145) 0.0% Water Distribution 2,153,753 2,238,215 2,342,792 2,408,983 2,217,550 (20,665) -0.9% Total Operating Expenses $ 5,024,581 $ 5,325,220 $ 5,556,718 $ 5,640,998 $ 5,478,913 $ 153,693 2.9% Non-Operating Expenses: General & Admin. Reimbursement$ 994,686 $ 871,895 $ 871,895 $ 871,895 $ 806,299 $ (65,596) -7.5% Annual Capital 1,523,470 3,200,000 3,178,795 1,694,864 2,003,800 (1,196,200) -37.4% Transfer to Other Funds 34,046 34,046 34,046 5,047,797 126,933 92,887 272.8% Right of Way Payments 573,122 562,055 562,055 562,055 581,790 19,735 3.5% Additional 2% ROW - 224,822 224,822 224,822 - (224,822) -100.0% Equip & Bldg/Mtnce Replacement 229,045 225,684 225,684 225,684 - (225,684) -100.0% Transfer to BTU 441,104 444,923 444,923 444,923 459,702 14,779 3.3% Paying Agent Fee 896 - - 1,421 10,231 10,231 N/A Over/Short Inventory W2 (794) - - 196 - - N/A Miscellaneous Debt Expense 8,377 - - - 50,000 50,000 N/A Debt Service: General Obligation Debt - - - 110,699 694,531 694,531 N/A Debt Service: Revenue Debt 3,954,451 4,261,050 4,261,050 4,229,850 3,242,450 (1,018,600) -23.9% Transfers In (825,189) (48,216) (48,216) (723,467) - (486) -1.0% Total Non-Operating Expenses $ 6,933,214 $ 9,776,259 $ 9,755,054 $ 12,690,739 $ 7,975,736 $ (1,684,634) -17.2% Total Expenditures$ 11,957,795 $ 15,101,479 $ 15,311,772 $ 18,331,737 $ 13,454,649 $ 218,071 1.8%
Net Increase/(Decrease) * $ (120,779) $ (3,583,879) $ (3,794,172) $ (1,308,292) $ (1,544,349) $ 174,629 -4.9%
Beginning Unrestricted Net Current Assets 9,173,934 7,261,577 8,061,721 8,061,721 6,753,429 (508,148) -7.0%
CAFR Adjustment (991,434)
Ending Unrestricted Net Current Assets$ 8,061,721 $ 3,677,698 $ 4,267,549 $ 6,753,429 $ 5,209,080 $ 1,531,382 41.6% . Reserve Requirement : (Sixty days operating expenses) 825,959 875,379 913,433 927,287 900,643 25,265 2.9%
Bond Coverage Ratio: (1.25 times minimum) 1.64 1.39 1.33 1.42 1.56
This page left blank intentionally. Water FY2012 Expenses by Category
Salaries & Benefits $2,218,728 17% Debt Service Supplies $3,997,212 $261,738 30% 2%
Mtnce & Service $2,480,802 18%
Capital Misc/Admin $2,018,800 Reimb/Transfers 15% $2,477,369 18%
Water FY2012 Expenses by Function Transfer/Admin Reimb Administration $1,984,955 $305,687 15% 2% Production $2,955,676 22%
Capital $2,003,800 15%
Distribution $2,217,550 16% Debt Service $3,986,981 30% Water Services
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 2,075,768 $ 2,155,119 $ 2,155,119 $ 2,122,602 $ 2,218,728 Supplies 281,951 273,975 280,509 247,424 261,738 Maintenance & Services 2,223,275 2,572,531 2,745,361 2,665,116 2,480,802 Miscellaneous/Admin Reimb 1,667,318 1,471,174 1,473,001 1,474,004 1,308,944 Capital Outlay 1,523,470 3,150,000 3,179,102 1,924,295 2,018,800 Debt Service 3,962,930 4,261,050 4,261,050 4,342,166 3,997,212 Transfers 1,048,272 1,265,846 1,265,846 6,279,597 1,168,425 Total Expenses$ 12,782,984 $ 15,149,695 $ 15,359,988 $ 19,055,204 $ 13,454,649
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Administration Water Utilities Director 0.50 0.50 0.50 0.50 0.50 SUB-TOTAL 0.50 0.50 0.50 0.50 0.50
Production Production & Field Operations Manager 0.40 0.40 0.40 0.40 0.40 Public Works Support Assistant 0.25 0.25 0.25 0.25 0.25 Division Assistant 0.50 0.50 0.50 0.50 0.50 Maintenance Supervisor 0.50 0.50 0.50 0.50 0.50 Meter Foreman 1 1 1 1 1 Senior Meter Technician 1 1 1 1 1 Meter Technician 3 3 3 3 3 Production Supervisor 1 1 1 1 1 WP Maintenance Crew Leader 2 2 2 2 2 WP Maintenance Operator 2 2 2 2 2 WP Plant Operator 4 4 4 4 4 SUB-TOTAL 15.65 15.65 15.65 15.65 15.65
Distribution Production & Field Operations Manager 0.40 0.40 0.40 0.40 0.40 Water Services Project Coordinator 0.75 0.75 0.75 0.75 0.75 GIS Technician 11111 Public Works Assistant - Call Center 0.50 0.50 0.50 0.50 0.50 Public Works Support Assistant 0.75 0.75 0.75 0.75 0.75 Maintenance Supervisor 11111 Maintenance Crew Leader 22222 Maintenance Worker/Operator 911111111 Valve & Hydrant Crew Leader 11111 WD Customer Service Technician 22222 WD Customer Service Supervisor 10000 SUB-TOTAL 19.40 20.40 20.40 20.40 20.40
Total 35.55 36.55 36.55 36.55 36.55 Water Services
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Percent Demand as a measure of capacity 55% 75% 75% 64% 64% Water Pump Stations Maintained 3 3 3 3 3 Water Pumps/Motors Maintained 24 24 24 24 24 Elevated Storage Tanks Maintained 3 3 3 3 3 Water Mains Maintained (miles) 457 458 466 466 473 Active Customer Accounts 21,770 22,020 22,020 22,020 22,270 New Water Connections 232 250 250 250 250 Water mains installed - new (miles) 10 5 9 9 7
Fire Hydrants Maintained 2,258 2,250 2,280 2,280 2,310
Fire Hydrants Repaired/Replaced/Installed 63 60 60 60 50 Water Usage per 1000 Population (in millions) Tx State 45.9 42.7 47.3 47.3 47.5 Admin Cost per Million Gallons Produced (admin costs) $ 1,810 $ 1,930 $ 1,805 $ 1,805 $ 1,720
Breaks per Main Mile 0.740 0.750 0.751 0.751 0.740 Customer Accounts per Employee (pdn + dist) 621 602 611 611 618 Average Volume of Water (MGD) delivered per 0.268 0.240 0.269 0.269 0.270 Distribution System Water Loss 8% 11% 10% 10% 9% O&M Costs per account$ 236 $ 235 $ 235 $ 235 $ 238 O&M Costs per Million Gallons Produced$ 1,495 $ 1,600 $ 1,462 $ 1,462 $ 1,495 Wastewater Fund
Mission Statement
The mission of Water Services is to provide uninterrupted, • Completed rehabilitation of dewatering building at cost effective wastewater collection/treatment services to Burton Creek WWTP. residential and commercial customers. To accomplish this • Installed odor control technology (strobic fans) at mission we will: Burton Creek WWTP. • Rehabilitated aeration basins at Burton Creek WWTP. • Provide this service in a well-maintained wastewater • Abandoned and removed drying beds at the Burton collection system. Creek WWTP. • Practice environmental responsibility and quality • Implemented and managed SSO Plan (Burton and Still treatment services. Creek Basins) that targeted basins 15, 26, 9, and 13. • Develop and implement plans to satisfy future • Revised and adopted existing sewer use ordinance. wastewater demands. • Revised and adopted existing oil and gas ordinance and rate resolution. Strategic Initiatives • Rehabilitated trickling filter at Still Creek WWTP • Revised and adopted existing industrial pretreatment • Wastewater is collected, transported, and treated ordinance and rate resolution. without violation of permit. • Adopted sewer utility extension ordinance. • Rainfall events do not create collection system • Renewed franchise agreement for pipelines. surcharges or capacity issues at the treatment plants • Reviewed implementation of UV disinfection at Burton • Annual maintenance operations are performed within Creek WWTP. budget. • Replaced force main along Highway 6. • Elevate customer service levels by promptly • Received the following awards: responding to service requests. o 1st Runner Up Hach See the BIG Picture Award – • Enhance the working environment for employees by Hach Co. improving communications and rewarding performance. Fiscal Year 2012 Goals and Objectives Fiscal Year 2011 Accomplishments • Complete construction of the Thompsons Creek • Continued public education outreach efforts. WWTP. • Initiated design and construction of SCADA at the • Replace aging pumps and motors at Burton and Still Burton Creek Waste Water Treatment Plant (WWTP), Creek WWTPs. Still Creek WWTP, and High Service Pump Station. • Decrease dependency on potable water use within • Began construction of Thompsons WWTP. WWTPs. • Received $485,000 in federal grant funding for • Market effluent as a water source for other customers. construction of offsite utilities at Thompsons Creek • Implement asset management plan for pumps, motors WWTP. and blowers at WWTPs. • Obtained funding for construction of Thompsons Creek • Continue 97% compliance of food establishments WWTP through the Clean Water State Revolving Fund. maintaining their grease traps. • Rehabilitated 200 manholes. • Continue 97% of industries meeting their discharge • Executed proactive cleaning plan – 75 miles. permits. • Developed TV layer in GIS and database of TV • Complete construction of SCADA project at the Burton information. Creek WWTP, Still Creek WWTP, and High Service • Installed high efficiency blowers at the Burton and Still Pump Station. Creek WWTPs. • Monitor effectiveness of odor control technologies at • Explored end users for Bed & Banks permit for treated the Burton Creek WWTP and explore further odor wastewater. reduction technologies if needed. • Launched Private Sewer Lateral Repair Program: • Continue efforts to meet the goals and objectives of o Continued smoke testing of sewer lines in Burton SSO Plan and CMOM. Creek sub basin. • Continue efforts to eliminate sources of inflow and o Provided funding mechanism for repair of private infiltration (private and public). sewer laterals. • Construct new collection line to the Texas Triangle o Explored 3rd party service line warranties. Business Park. • Incorporated streamlining rules into the Industrial • Develop asset management plan for pumps, motors Pretreatment Program. and blowers at the WWTPs. • Completed reconstruction of drying beds at the Still • Execute proactive cleaning plan – 75 miles. Creek WWTP. • Rehabilitate 200 manholes. Wastewater Fund Summary of Revenue and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Operating Revenues: Sewer System Revenue$ 11,839,711 $ 12,100,000 $ 12,100,000 $ 12,000,000 $ 12,100,000 $ - 0.0% Sewer Penalties 143,442 95,000 95,000 125,000 95,000 - 0.0% Miscellaneous 2,885 4,300 4,300 7,432 4,300 - 0.0% Pretreatment Fees 361,260 265,000 265,000 300,000 265,000 - 0.0% Hauler Inspection Fees - 3,000 3,000 3,733 3,000 - 0.0% Sewer Inspection Fees 7,845 400 400 - 400 - 0.0% Total Operating Revenues $ 12,355,143 $ 12,467,700 $ 12,467,700 $ 12,436,165 $ 12,467,700 $ - 0.0% Non-Operating Revenues: Sewer Tap Fees$ 78,745 $ 75,000 $ 75,000 $ 65,000 $ 75,000 $ - 0.0% Miscellaneous-Non Operating 39,720 23,200 23,200 65,768 61,200 38,000 163.8% Interest Income 112,962 150,000 150,000 135,000 150,000 - 0.0% Gain on sale of asset 29,390 - - (26,656) - - N/A Total Non-Operating Revenues $ 260,817 $ 248,200 $ 248,200 $ 239,112 $ 286,200 $ 38,000 15.3% Total Revenues$ 12,615,960 $ 12,715,900 $ 12,715,900 $ 12,675,277 $ 12,753,900 $ 38,000 0.3%
Expenditures: Operating Expenses: Wastewater Administration$ 94,759 $ 91,381 $ 91,381 $ 118,436 $ 270,975 $ 179,594 196.5% Wastewater Collection 1,818,964 1,796,567 2,542,065 2,090,163 1,758,160 (38,407) -2.1% Wastewater Pre-Treatment 70,456 92,180 92,180 75,685 86,488 (5,692) -6.2% Wastewater Treatment 2,766,377 3,182,546 4,038,740 3,850,380 3,002,743 (179,803) -5.6% Environmental Services 501,227 540,757 540,806 511,542 536,158 (4,599) -0.9% Total Operating Expenses $ 5,251,783 $ 5,703,431 $ 7,305,172 $ 6,646,206 $ 5,654,524 $ (48,907) -0.9% Non-Operating Expenses: General & Admin Reimbursement$ 819,944 $ 804,077 $ 804,077 $ 804,077 $ 772,812 $ (31,265) -3.9% Annual Capital 1,438,238 6,600,000 6,626,280 3,040,636 5,000,000 (1,600,000) -24.2% Transfer to Other Funds 34,046 34,046 34,046 360,950 88,451 54,405 159.8% Right of Way Payments 612,821 623,385 623,385 623,385 623,385 - 0.0% Additional 2% ROW Payment - 249,354 249,354 249,354 - (249,354) N/A Equipment Replacement Transfer 301,571 334,804 334,804 334,804 - (334,804) N/A Transfer to BTU 425,010 428,604 428,604 428,604 447,064 18,460 4.3% Paying Agent Fee 904 200 200 120,301 7,123 6,923 3461.5% Bond Sales Expense - 40,000 40,000 - 50,000 10,000 25.0% Miscellaneous Debt Expense ------N/A Debt Service-General Obligation Debt - - - - 748,453 748,453 N/A Debt Service-Revenue Debt 3,442,140 3,343,084 3,343,084 3,510,191 2,725,066 (618,018) -18.5% Transfers from Other Funds (968,679) (76,412) (76,412) (269,356) (83,684) (7,272) -108.7% Total Non-Operating Expenses $ 6,105,995 $ 12,381,142 $ 12,407,422 $ 9,202,946 $ 10,378,670 $ (2,002,472) -16.2% Total Expenditures$ 11,357,778 $ 18,084,573 $ 19,712,594 $ 15,849,152 $ 16,033,194 $ (2,051,379) -11.3%
Net Increase/(Decrease)$ 1,258,182 $ (5,368,673) $ (6,996,694) $ (3,173,875) $ (3,279,294) $ 2,089,379 -38.9%
Beginning Unrestricted Net Current Assets 11,718,131 8,933,176 11,914,086 11,914,086 8,740,211 (192,965) -2.2%
CAFR Adjustment (1,062,227)
Ending Unrestricted Net Current Assets $ 11,914,086 $ 3,564,503 $ 4,917,392 $ 8,740,211 $ 5,460,917 $ 1,896,414 53.2%
Reserve Requirement : (Sixty days operating expenses) 863,307 937,550 1,200,850 1,092,527 929,511 (8,040) -0.9%
Bond Coverage Ratio (1.25 times minimum) 2.06 2.02 1.54 1.65 1.96
This page left blank intentionally. Wastewater FY2012 Expenses by Category
Salaries & Benefits Debt Service $2,590,655 $3,530,642 16% 22% Supplies $470,117 3%
Mtnce & Service $2,070,993 13%
Capital Misc/Admin $5,009,100 Reimb/Transfers 31% $2,445,371 15%
Wastewater FY2012 Expenses by Function Administration Collection Transfers/Admin $270,975 $1,758,160 Reimb/Misc 2% 11% $1,922,612 Pre‐Treatment 12% $86,488 0%
Capital $5,009,100 Treatment 31% $3,002,743 19%
Environmental Serv $536,158 Debt Service 3% $3,530,642 22% Wastewater Fund
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 2,532,168 $ 2,690,519 $ 2,690,519 $ 2,669,864 $ 2,590,655 Supplies 461,042 500,581 501,301 465,099 470,117 Maintenance & Services 1,962,729 2,115,672 2,272,090 2,164,619 2,070,993 Miscellaneous/Admin Reimb 1,417,359 1,535,540 1,535,589 1,472,346 1,286,471 Capital Outlay 1,438,238 6,600,000 8,070,834 4,053,795 5,009,100 Debt Service 3,443,044 3,383,284 3,383,284 3,630,492 3,530,642 Transfers 1,071,877 1,335,389 1,335,389 1,662,293 1,158,900 Total Expenses$ 12,326,457 $ 18,160,985 $ 19,789,006 $ 16,118,508 $ 16,116,878
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Administration Water Utilities Director 0.50 0.50 0.50 0.50 0.50 Subtotal 0.50 0.50 0.50 0.50 0.50
Collection Compliance and I&I Supervisor 1 1 1 1 1 Distribution & Collection Manager - - - - - Jet Truck Crew Leader 1 1 1 1 1 Maintenance Crew Leader 4 4 4 4 4 Maintenance Worker/Operator 8 8 8 8 8 Maintenance Supervisor 1 1 1 1 1 Production & Field Operations Manager 0.20 0.20 0.20 0.20 0.20 Public Works Assistant-Call Center 0.50 0.50 0.50 0.50 0.50 Public Works Support Assistant 1 1 1 1 1 WW/Water Projects Coordinator 0.25 0.25 0.25 0.25 0.25 TV Truck Crew Leader 1 1 1 1 1 Vacuum Truck Crew Leader 2 2 2 2 2 Subtotal 19.95 19.95 19.95 19.95 19.95
Pre-Treatment / WWT Operator 1 1 1 1 1 Subtotal 1 1 1 1 1
Waste Water Treatment Division Assistant 0.50 0.50 0.50 0.50 0.50 Lift Station Crew Leader 11111 Lift Station Operator 11111 Maintenance Supervisor 0.50 0.50 0.50 0.50 0.50 Chief Plant Operator (supervisor) 11111 Production & Plant Manager - - - - - Roll-Off Operator 11111 Treatment & Compliance Manager 0.50 0.50 0.50 0.50 0.50 WP Maintenance Crew Leader 11111 WP Maintenance Operator 11111 WWT Plant Operator 99999 Subtotal 16.50 16.50 16.50 16.50 16.50
Sewer/Env Svcs/Wastewater Environmental Compliance Officer 3 3 3 3 3 Environmental Compliance Supervisor - 1 1 1 1 Industrial Waste/Pretreatment Officer 1 - - - - Treatment and Compliance Manager 0.50 0.50 0.50 0.50 0.50 Water Quality Technician 2 2 2 2 2 Subtotal 6.50 6.50 6.50 6.50 6.50
Total 44.45 44.45 44.45 44.45 44.45 Wastewater Fund
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Sewer Mains Maintained (miles) 385 384 390 390 397 Stoppages Removed from City Mains (each) 1,663 1,300 1,450 1,450 1,500 Collection Mains Installed - New (miles) 55 5 5 7 New Sewer Connections 194 200 175 175 200 Sewer Customers (accounts) 21,378 21,578 21,553 21,553 21,753 Sewer Lift Stations Maintained 23 23 23 23 23 TV Inspection I&I (miles) 5 8 5 5 7 Smoke Testing I&I (miles) 25.3 40 51 51 50 Sewer Mains Repaired/Replaced I&I (miles) 4 3 3 3 Manholes Repaired I&I 263 200 250 250 200 Private Repaired/Replaced Sewer Laterals 28 50 20 20 40 Sewer Mains Cleaned (miles) 52 75 63 63 75 Sanitary Sewer Overflows 88 100 100 100 100 Ratio of Volumes of Sewage to Water Sold 75% 75% 65% 65% 68% Volume of Wastewater Treated (MG) 2,562 2,500 2,300 2,300 2,400 Volume of Wastewater Treated per Employee (MGD per employee) 70 56 63 63 66
Admin Cost per million gallons processed (Admin Costs) $ 2,175 $ 2,000 $ 2,586 $ 2,586 $ 2,208 Sewer Overflow Rate (No. Of overflows/total miles of main) 0.229 0.260 0.256 0.256 0.252 Collection System Integrity Rate = (No of failures/miles of piping system) 4.55 3.39 3.97 3.97 4.03 O&M Costs per account $ 244 264 227 $ 227 231 O&M Costs per Million Gallons Processed $ 2,037 $ 2,323 $ 2,127 $ 2,127 $ 2,092 Percentage of Grease Traps in Compliance 95% 95% 95% 95% 95% Percentage of Significant Industrial Users in Compliance 100% 98% 98% 98% 98% Percentage of Biosolids composted 63% 90% 90% 90% 90% Solid Waste Fund
Mission Statement
• Continued an aggressive residential container To provide the City of Bryan with safe, timely, cost effective maintenance program that prolonged the life of existing and environmentally conscious solid waste collection and containers that helped save container replacement disposal; reduce waste through recycling, composting and costs. In FY10, averages of 125 new containers were community education; respond promptly and accurately to set out each month, and in FY11 the average number citizen requests; and to ensure environmental compliance has been reduced to 13 new containers set out each for a safe, attractive and clean aesthetically pleasing month. community for residents and visitors. • Decreased the number of incidents/accidents by 6% Strategic Initiatives with the Safety Awareness Program. • Enhanced the Downtown area by actively collecting • Provide safe and timely residential, commercial and litter, maintaining dumpster enclosures and sweeping brush & bulky solid waste services. sidewalks and streets. • Divert waste from landfill through recycling and • Secured a $4,995 recycling grant from Brazos Valley composting programs. Council of Government (BVCOG). • Improve image by decreasing litter and discarded • Attended and completed EPA Quality Assurance materials in residential neighborhoods and major Certification for Brownfields Grant Program. thoroughfares. • Facilitated the transfer of operations and registration of • Increase participation in Source Reduction programs the City of Bryan Compost Facility to BVSWMA Inc. through enhanced educational efforts. Fiscal Year 2012 Goals and Objectives • Implement educational programs on environmental sustainability in our community. • Ensure 100% of all solid waste customers are collected • Respond to customer requests in a timely, professional without complaints. manner. • All curbs and gutters are swept at least 4 times per • Provide fiscally sound collection operations by year. minimizing the fleet and optimizing staff. • Dead animals are removed within 24 hours of • Increase level of service utilizing existing staff. notifications. • Develop well-trained and empowered staff at all levels. • Reduce the number of incidents/accidents by 3%. • Improve capitol assets through safety and operational • All solid waste work orders generated are completed training along with proactive maintenance. within 24-48 hours of notifications. • Increase citizen participation at the recycling center by Fiscal Year 2011 Accomplishments 2%.
• Eliminated one full-time equivalent (FTE) through • Install GPS into 27 solid waste collection trucks to aggressive cross training of employees in the increase quality and quantity of service, maximize route Residential Collection Operation. efficiency and decrease fleet maintenance costs. • Implemented a five day work week in the Commercial • Apply for at least 1 grant or award with established Operation, allowing the elimination of one FTE. sustainability and education program.
• Changed the Brush & Bulky Operation to “task work hours” which reduced overtime, fuel and fleet maintenance costs. • Successfully took over the street sweeping of all SH 6 feeder roads and SH 21 located in Bryan from TXDOT. • Worked with Bryan PD assisting in minor crime investigations and prevention. • Worked with BTU to audit residential accounts in order to verifying billing for extra containers. • Consolidated business parks and strip centers, where feasible, with multiple containers to one container in order to eliminate extra containers and to ensure route efficiency. • Implemented and utilized plastic front load containers that have helped reduce noise concerns where commercial properties are adjacent to residential neighborhoods. • Continued the Right-of-Way tree trimming and site distance maintenance; completing over 332 work orders. Solid Waste Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Operating Revenues: Residential Refuse$ 3,967,850 $ 4,031,947 $ 4,031,947 $ 3,950,000 $ 4,021,100 $ (10,847) -0.3% Commercial Refuse 3,189,945 3,234,132 3,234,132 3,200,000 3,257,600 23,468 0.7% Tipping Fees 348,236 - - - - - N/A BVSWMA 345,066 - - 616,545 188,284 188,284 N/A Compost 120,355 - - - - - N/A Penalties 90,490 61,000 61,000 70,000 61,000 - 0.0% License & Permit Fees 35,270 32,000 32,000 32,000 32,000 - 0.0% Recycling 6,807 500 500 25,000 20,000 19,500 3900.0% Miscellaneous 25,619 8,551 8,551 8,578 8,723 172 2.0% Total Operating Revenues $ 8,129,638 $ 7,368,130 $ 7,368,130 $ 7,902,123 $ 7,588,707 $ 220,577 3.0% Non-Operating Revenues: Interest Income$ 19,791 $ 60,000 $ 60,000 $ 22,000 $ 30,000 $ (30,000) -50.0% Transfers In - - - - 205,134 Gain/(Loss) on sale of Asset 48,833 - - - - - N/A Total Non-Operating Revenues $ 68,624 $ 60,000 $ 60,000 $ 22,000 $ 235,134 $ 175,134 291.9% Total Revenues$ 8,198,262 $ 7,428,130 $ 7,428,130 $ 7,924,123 $ 7,823,841 $ 395,711 5.3%
Expenditures: Operating Expenses: Administration$ 4,498,986 $ 4,510,768 $ 4,589,615 $ 4,337,924 $ 4,728,843 $ 218,075 4.8% Call Center - - - - 273,326 273,326 N/A Compost 712,036 806,169 806,169 374,209 414,298 (391,871) -48.6% BVSWMA Compost - - - - 188,284 188,284 N/A Transfer to Wastewater 76,094 51,975 51,975 51,975 34,628 (17,347) -33.4% Transfer to BTU 392,686 396,055 396,055 396,055 467,086 71,031 17.9% Transfer to General Fund ------N/A Transfer to Other Funds 24,108 - - 24,108 40,000 40,000 N/A Total Operating Expenses $ 5,703,910 $ 5,764,967 $ 5,843,814 $ 5,184,271 $ 6,146,465 $ 381,498 6.6% Non-Operating Expenses: Transfers 967,701 922,590 922,590 922,590 718,392 (204,198) -22.1% Vehicle Replacement Fund Reimbursment - - - (850,000) - - N/A Debt Service ------N/A Annual Capital 364,326 57,410 96,387 613,282 977,312 919,902 1602.3% Equipment Replacement Transfer 1,082,338 868,968 868,968 868,968 - (868,968) -100.0% Facilities Replacement Transfer 4,000 4,000 4,000 4,000 - (4,000) -100.0% Right of Way Use Fee 361,963 512,896 512,896 512,896 366,985 (145,911) -28.4% Total Non-Operating Expenses $ 2,780,328 $ 2,365,864 $ 2,404,841 $ 2,071,736 $ 2,062,689 $ (303,175) -12.8% Total Expenditures$ 8,484,238 $ 8,130,831 $ 8,248,655 $ 7,256,007 $ 8,209,154 $ 78,323 1.0%
Net Increase/(Decrease)$ (285,976) $ (702,701) $ (820,525) $ 668,116 $ (385,313) $ 1,053,429 -57.7%
Beginning Unrestricted Net Current Assets 2,983,829 2,750,074 2,283,508 2,283,508 2,951,624 (668,116) 129.3%
CAFR Adjustment (414,345) -
Ending Unrestricted Net Current Assets $ 2,283,508 $ 2,047,373 $ 1,462,983 $ 2,951,624 $ 2,566,311 $ 385,313 86.9%
Reserve Requirement : (Sixty days operating expenses) 937,629 947,666 960,627 852,209 1,010,378 1.1%
Ninety Day Reserve 1,406,444 1,421,499 1,440,940 1,278,313 1,515,567
This page left blank intentionally. Solid Waste FY2012 Expenses by Category
Debt Service $908,699 11%
Capital Salaries & Benefits $977,312 $2,698,841 12% 33%
Supplies $484,427 Misc/Admin 6% Reimb/Transfers $2,611,411 32% Mtnce & Service $528,464 6%
Solid Waste FY2012 Expenses by Function
Transfers ROW Use Fee $541,714 $366,985 7% 4%
Capital $977,312 12%
Admin Reimb $718,392 9% Administration $4,728,843 58%
BVSWMA Compost $188,284 2%
Compost Call Center $414,298 $273,326 5% 3% Solid Waste Fund
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 2,610,483 $ 2,732,161 $ 2,732,161 $ 2,235,586 $ 2,698,841 Supplies 480,078 478,002 478,002 519,152 484,427 Maintenance & Services 453,875 580,110 658,957 434,504 528,464 Miscellaneous/Admin Reimb 3,959,422 3,587,961 3,587,961 3,583,735 2,611,411 Capital Outlay 364,326 57,410 96,387 598,282 977,312 Transfers 854,851 960,926 960,926 985,034 908,699 Total Expenses$ 8,723,035 $ 8,396,570 $ 8,514,394 $ 8,356,293 $ 8,209,154
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Administration$ 7,772,202 $ 7,324,662 $ 7,442,486 $ 7,216,798 $ 7,333,246 Call Center 238,797 265,739 265,739 250,286 273,326 Animal Shelter - - - 515,000 - BVSWMA Compost - - - - 188,284 Compost 712,036 806,169 806,169 374,209 414,298 Total Expenses$ 8,723,035 $ 8,396,570 $ 8,514,394 $ 8,356,293 $ 8,209,154
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Administration Director of Public Works - - - - 0.15 Assistant Director of Public Works 1 - 1 1 1 - Environmental Services Department Manager 1 1 1 1 1 Sustainability Programs Coordinator 1 1 1 - - Brush & Bulky Foreman 1 1 1 1 1 Brush & Bulky Crew Leader 2 2 2 2 2 Brush & Bulky Equipment Operator 8 8 8 8 8 Assessment Worker 3 3 3 3 3 Solid Waste Commercial Foreman 1 1 1 1 1 Solid Waste Residential Foreman 1 1 1 1 1 Container Coordinator 2 2 2 2 2 Solid Waste Equipment Operator Residential 8 8 8 8 8 Commercial 7 7 7 5 5 Street Sweepers 2 2 2 2 2
Subtotal 37.00 38.00 38.00 35.00 34.15
Call Center Customer Service Supervisor 1 1 1 1 1 Public Works Call Center Assistant 3 3 3 3 3 Public Works Support Assistant 1 1 1 1 1 Subtotal 5.00 5.00 5.00 5.00 5.00
Animal Shelter Animal Shelter Manager - - - 1 1 Animal Care Technician - - - 3 3 Subtotal - - - 4.00 4.00
Compost Compost Equipment Operator 3 3 3 3 - Compost Crew Leader 1 1 1 1 - Recycling Center Assistant 3 3 3 3 3 Recycling Center Crew Leader 1 1 1 1 1 Environmental Operations Supervisor 1 1 1 1 1 BVSWMA - Compost - - - - 4 Subtotal 9 9 9 9 9
Total 51.00 52.00 52.00 53.00 52.15 1 Moved 1 Assistant Director of Public Works from Facilities to Solid Waste for FY2011. Solid Waste Fund
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Administration: Customers collected without complaint (Residential) 99% 100% 99% 99% 100% Customers collected without complaint (Commercial) 99% 100% 99% 99% 100% Customers collected without complaint (Brush/Bulky) 99% 100% 99% 99% 100% Average number of street sweepings annually 55544 Dead animal requests removed/disposed within 24 hours 100% 100% 100% 100% 100% All solid waste work orders are completed within 24- 48hrs 100% 100% 100% 100% 100% Number of commercial containment enclosures repaired 1 25 1 1 5 Percent Installation of GPS in Solid Waste Collection Trucks 0% 100% 0% 0% 100% Percent Completion of Sustainability Action Plan Number of Be Green in Bryan episodes 6 6 Number of awards and grants applied for 22111 Implement and monitor all 11 departments Sustainability Action Plan 11% 11 11 11 11 Call Center: Calls that were presented to an agent and answered within one minute 95% 95% 95% 96% 96% Average talk time in minutes 2.00 2.00 2.00 2.00 2.00 Number of calls handled 28242 29000 29000 29000 29000 Number to date of email service requests from HelpBryan! 254 71 71 150 18900 Number of job orders handled 18813 18900 18900 18900 18900 Work Orders handled within time schedule 97% 97% 97% 98% 99% Invoices processed within 7 days of receipt 96% 96% 96% 99% 99% Compost: Sell 100% of finish compost product 100% 0% 0% 0% 0% Call Center: Calls that were presented to an agent and answered within one minute 95% 95% 95% 96% 96% Average talk time in minutes 2.00 2.00 2.00 2.00 2.00 Number of calls handled 28242 29000 29000 29000 29000 Number to date of email service requests from HelpBryan! 254 71 71 150 250 Number of job orders handled 18813 18900 18900 18900 18900 Work Orders handled within time schedule 97% 97% 97% 98% 99% Invoices processed within 7 days of receipt 96% 96% 96% 99% 99% BTU - City/QSE Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Operating Revenue Operations$ 132,364,551 $ 128,384,777 $ 128,384,777 $ 143,918,796 $ 144,783,634 $ 16,398,857 12.8% Miscellaneous 3,480,952 3,341,951 3,341,951 3,341,951 3,645,301 303,350 9.1% Investment earnings 356,581 229,043 229,043 229,043 196,963 (32,080) -14.0% Total Operating Revenue $ 136,202,084 $ 131,955,771 $ 131,955,771 $ 147,489,790 $ 148,625,898 $ 16,670,127 12.6% Total Revenues$ 136,202,084 $ 131,955,771 $ 131,955,771 $ 147,489,790 $ 148,625,898 $ 16,670,127 12.6%
Expenditures: Operating Expenses Fuel and Purchased Power$ 70,320,087 $ 64,913,977 $ 64,913,977 $ 80,447,996 $ 77,337,649 $ 12,423,672 19.1% TMPA Capacity 21,777,781 8,897,139 8,897,139 8,897,139 9,798,494 901,355 10.1% Production 2,967,690 4,489,984 4,489,984 4,489,984 3,491,088 (998,896) -22.2% QSE 1,175,529 1,249,125 1,249,125 1,249,125 1,283,750 34,625 2.8% Transmission 3,979,515 4,626,357 4,626,357 4,626,357 5,998,012 1,371,655 29.6% Distribution 1,565,584 1,953,527 1,953,527 1,953,527 1,889,400 (64,127) -3.3% Customer Service 3,635,880 3,785,996 3,785,996 3,785,996 3,640,413 (145,583) -3.8% Key Accounts 1,094,130 1,561,291 1,561,291 1,561,291 1,563,791 2,500 0.2% Administration 4,779,695 5,287,241 5,287,241 5,287,241 5,286,619 (622) 0.0% Total Operating Expenses $ 111,295,891 $ 96,764,637 $ 96,764,637 $ 112,298,656 $ 110,289,216 $ 13,524,579 14.0% Non-Operating Expenses Transfers Out$ 8,969,382 $ 9,075,254 $ 9,075,254 $ 9,075,254 $ 9,621,174 $ 545,920 6.0% Debt Service Requirements 8,926,329 24,343,236 24,343,236 18,583,044 30,606,738 6,263,502 25.7% Capital 10,486,752 9,135,612 9,135,612 13,761,470 (2,522,666) (11,658,278) -127.6% Total Non-Operating Expenses $ 28,382,463 $ 42,554,102 $ 42,554,102 $ 41,419,768 $ 37,705,246 $ (4,848,856) -11.4% Total Expenditures$ 139,678,354 $ 139,318,739 $ 139,318,739 $ 153,718,424 $ 147,994,462 $ 8,675,723 6.2%
Net Increase/(Decrease)$ (3,476,270) $ (7,362,968) $ (7,362,968) $ (6,228,634) $ 631,436 $ 7,994,404
Beginning Unrestricted Net Current Assets 30,880,892 27,532,588 27,532,588 27,442,822 27,690,079 (7,994,404) (0)
Rate Stabilization Transfer 38,200 3,690,154 3,690,154 6,475,891 -
Ending Unrestricted Net Current Assets $ 27,442,822 $ 23,859,774 $ 23,859,774 $ 27,690,079 $ 28,321,515 $ - 0.0%
Reserve Requirement : (Ninety days operating expenses)$ 27,442,822 $ 23,859,774 $ 23,859,774 $ 27,690,080 $ 27,194,601 $ (64,127) -0.3% BTU - Rural Summary of Revenues and Expenditures FY2011
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues Operating Revenues: Operations$ 29,706,590 $ 29,220,548 $ 29,220,548 $ 32,207,818 $ 30,114,047 $ 893,499 3.1% Miscellaneous 426,898 289,601 289,601 289,601 290,000 399 0.1% Investment earnings 43,002 19,653 19,653 19,653 20,000 347 1.8% Total Operating Revenues $ 30,176,490 $ 29,529,802 $ 29,529,802 $ 32,517,072 $ 30,424,047 $ 894,245 3.0% Total Revenues$ 30,176,490 $29,529,802 $ 29,529,802 $ 32,517,072 $ 30,424,047 $ 894,245 3.0%
Expenditures: Operating Expenses: Fuel and Purchased Power$ 25,103,404 $ 24,512,731 $ 24,512,731 $ 27,500,001 $ 24,688,941 $ 176,210 0.7% Transmission 107,582 137,003 137,003 137,003 140,990 3,987 2.9% Distribution 768,506 919,903 919,903 919,903 880,274 (39,629) -4.3% Administration 103,518 173,500 173,500 173,500 180,277 6,777 3.9% Total Operating Expenses $ 26,083,010 $ 25,743,137 $ 25,743,137 $ 28,730,407 $ 25,890,482 $ 147,345 0.6% Non-Operating Expenditures: Debt Service Requirements$ 417,550 $ 1,086,213 $ 1,086,213 $ 417,300 $ 760,800 $ (325,413) -30.0% Capital 3,197,300 3,228,359 3,228,359 3,228,359 3,082,800 (145,559) -4.5% Total Non-Operating Expenses $ 3,614,850 $ 4,314,572 $ 4,314,572 $ 3,645,659 $ 3,843,600 $ (470,972) -10.9% Total Expenditures$ 29,697,860 $30,057,709 $ 30,057,709 $ 32,376,066 $ 29,734,082 $ (323,627) -1.1%
Net Increase/(Decrease)$ 478,630 $ (527,907) $ (527,907) $ 141,006 $ 689,965 $ 1,217,872
Beginning Unrestricted Net Current Assets 3,166,149 4,138,933 4,138,933 3,644,779 3,785,785 (353,148) (0)
Ending Unrestricted Net Current Assets $ 3,644,779 $ 3,611,026 $ 3,611,026 $ 3,785,785 $ 4,475,750 $ 864,724 23.9%
Reserve Requirement : (Forty five days operating expenses)$ 3,215,714 $ 3,173,811 $ 3,173,811 $ 3,542,105 $ 3,191,977 $ 18,166 0.6%
This page left blank intentionally. Bryan Commerce & Development (BCD) Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actuals Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Gain/(Loss) on Sale of Asset $ - $ - $ 35,900 $ - $ - N/A Grants - Office of the Governor$ - $ - $ 1,800,000 $ 2,000,000 $ - - N/A Interest Income - - - 185 - - N/A Misc Revenues 974 - - - - - N/A Rental Income ------N/A Total Revenues$ 974 $ - $ 1,800,000 $- 2,036,085 $ $ - N/A
Expenditures: Other services and charges$ 63,707 $ 633 $ 633 $ 11,199 $ 178 $ (455) -71.88% LaSalle Operations 689,856 - 35,114 39,456 - - N/A Land Purchase - - 9,185 9,185 - - N/A Legal - - 45,706 45,706 - - Contractual Obligations 100,000 - 1,900,000 2,000,000 - - N/A Compass Bank Note (Principal) ------N/A Compass Bank Note (Interest) 85,830 57,000 57,000 57,000 57,000 - 0.00% Transfer from General Fund (303,897) (57,000) (157,000) (157,000) (57,178) (178) 0.31% Total Expenses$ 635,496 $ 633.00 $ 1,890,638 $- 2,005,546 $ $ - N/A
Net Increase/(Decrease) (634,522) (633) (90,638) 30,539 - - 0.00%
Beginning Unrestricted Net Assets 41,464 (77,310) (521,793) (521,793) (491,254) - 0.00%
CAFR Adjustments (71,265)
Ending Unrestricted Net Assets$ (521,793) $ (77,943) $ (612,431) $ (491,254) $ (491,254) $ - N/A Airport Fund
Mission Statement Fiscal Year 2011 Accomplishments
To provide the highest quality General Aviation facilities, • Began providing shuttle service to Texas A&M provide superior service, and foster a safe aviation University football events. environment for the citizens of Bryan and the residents of • Installed Self Service Fueling Equipment. this region while enhancing a transportation gateway into • Contract in place with aviation fuel vendor. the community. • Implemented and put into practice a new list for Hangar Waiting List Applicants. Strategic Incentives • Created a new community event – Coulter Airfield Aviation Expo. • Provide an attractive and beneficial transportation • Engineered a new hangar for maintenance. corridor that leaves a lasting positive impression on • Increased existing revenue sources. residents and visitors. • Painted hangars W2, W3, W5, W7, W8. • To continue to upgrade and improve the Coulter Airfield • Instituted new record keeping practices. facility and infrastructure through the pursuit of funding from the FAA, Texas Department of Transportation Fiscal Year 2012 Goals and Objectives (TxDOT) - Aviation Division, and profits resulting from superior management of the facility with the overall • Install Automatic Weather Observation System. goal of making and retaining Coulter Airfield as the best • Complete new maintenance hangar. general aviation airport in the region. • Add more revenue sources.
• Construct one, new private hangar.
Airport Fund Summary of Revenues and Expenditures FY2011
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Operating Revenues: Rent$ 65,718 $ 105,000 $ 105,000 $ 114,360 $ 142,300 $ 37,300 35.5% Fuel Revenue 129,052 260,000 260,000 290,000 323,000 63,000 24.2% Total Operating Revenues $ 194,770 $ 365,000 $ 365,000 $ 404,360 $ 465,300 $ 100,300 27.5% Non-Operating Revenues: Grants$ 14,478 $ 1,000 $ 1,000 $ 30,084 $ 4,235 $ 3,235 323.5% Interest Income 74 225 225 30 - (225) -100.0% Misc. Revenues 1,419 1,000 46,842 77,799 15,300 14,300 1430.0% Transfers In - 40,000 125,000 125,000 - (40,000) -100.0% Total Non-Operating Revenues $ 15,971 $ 42,225 $ 173,067 $ 232,913 $ 19,535 $ (22,690) -53.7% Total Revenues$ 210,741 $ 407,225 $ 538,067 $ 637,273 $ 484,835 $ 77,610 19.1%
Expenditures: Operating Expenses: Salaries and Benefits$ 63,274 $ 131,849 $ 187,691 $ 163,687 $ 132,162 $ 313 0.2% Supplies 122,089 210,600 210,600 246,015 264,800 54,200 25.7% Maintenance 57,625 32,660 32,660 70,175 47,876 15,216 46.6% Other Services and Charges 34,879 14,750 14,807 69,730 34,410 19,660 133.3% Total Operating Expenses $ 277,867 $ 389,859 $ 445,758 $ 549,607 $ 479,248 $ 89,389 22.9% Non-Operating Expenses: Debt Service$ 1,798 $ 2,850 $ 2,850 $ 3,704 $ 4,257 $ 1,407 49.4% Annual Capital - - 75,000 64,724 64,724 64,724 N/A Allocation from City Depts 35,309 43,681 43,681 43,681 - (43,681) -100.0% Bldg & Facility Mtnce 11,126 10,810 10,810 10,810 - (10,810) -100.0% Transfers Out ------N/A Transfers In ------N/A Total Non-Operating Expenses $ 48,233 $ 57,341 $ 132,341 $ 122,919 $ 68,981 $ 11,640 20.3% Total Expenditures$ 326,100 $ 447,200 $ 578,099 $ 672,526 $ 548,229 $ 101,029 22.6%
Net Increase /(Decrease)$ (115,359) $ (39,975) $ (40,032) $ (35,253) $ (63,394) $ (23,419) 58.6%
Beginning Unrestricted Net Current Assets 95,649 40,112 (22,053) (22,053) (57,306) (97,418) -242.9%
CAFR adjustment (2,343)
Ending Unrestricted Net Current Assets$ (22,053) $ 137 $ (62,085) $ (57,306) $ (120,700) (120,837) -88202.2% Airport Fund
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 63,274 $ 131,849 $ 187,691 $ 163,687 $ 132,162 Supplies 122,089 210,600 210,600 246,711 264,800 Maintenance & Services 57,625 32,660 32,660 78,326 47,876 Miscellaneous/Admin Reimb 81,314 69,241 69,298 88,279 34,410 Capital Outlay 75,000 Debt Service 1,798 2,850 2,850 3,704 4,257 Transfers - - - 130,842 - Total Expenses$ 326,100 $ 447,200 $ 578,099 $ 711,549 $ 483,505
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Airport Manager - 1 1 1 1 Assistant Airport Manager - - - 1 1 Total - 1 1 2 2
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted # of hangars leased month to month 37 37 37 36 36 Revenue generated annually 46,936 75,432 75,432 78,726 80,496 # of hangars with 25-30 year leases 8 8 8 8 8 Revenue generated 5,042 5,042 5,042 5,042 5,042 # of hangers leased other than T-hangars 1 1 1 1 1 Revenue Generated 7,350 14,700 14,700 14,700 14,700 # of month to month office lease 4 4 4 4 4 Revenue Generated 765 9,048 9,048 8,983 9,420 10% management fee for the BBC Hangar 1 1 1 1 1 Revenue Generated 825 1,650 1,650 1,650 1,650 # of permanent tiedowns 10 18 18 9 8 Revenue Generated 4,800 2,400 2,400 4,000 3,840 Misc. Revenue generated 1,398 900 900 900 1,040 Total Fuel Sold1 129,000 260,000 260,000 260,000 300,000 1For April 2010 to September 2010 INTERNAL SERVICE FUNDS OVERVIEW
FUND DESCRIPTION • Property claims in excess of $25,000 are covered by Internal Service Funds account for services furnished by a an Inter-local Government Risk Pool. designated program to other programs within the City. • The general and auto liability exposure for Funds included are Self-Insurance, Employee Benefits, municipalities in Texas is lessened due to the Texas Warehouse, Equipment, and Building and Facilities Tort Claims Act, which limits liability to $250,000 for Maintenance. Each fund receives revenues from City each person and $500,000 for each occurrence for departments to which services are provided. Internal bodily injury and $100,000 for each occurrence for Service Funds have revenues transferred from property damage. departmental budgets on a monthly basis to ensure that funds are available to fund related expenses. Operating revenues for the 2012 fiscal year are proposed to be $1,441,684, an increase of $68,766 from the The Internal Service Funds are accounted for on the FY2011 adopted figure of $1,372,918. economic resource measurement focus and the accrual basis. Revenues are recognized in the period in which Non-operating revenues are anticipated to decrease a net they are earned and become measurable, and expenses amount of $16,000 under the FY2011 budget. Operating in the period in which they are incurred and measurable. revenues are as follows: Interest income is expected to Contrary to Generally Accepted Accounting Principles decrease by $16,000 to $56,000 in FY2012. This is due (GAAP) of recording depreciation in the income in part to the current economic environment and to the statements and recording capital purchases on the significantly lower fund balance anticipated in FY2012. balance sheet, the City does not budget for depreciation Miscellaneous revenues were not budgeted in FY2012. or amortization of assets but does budget capital expenses on the operating statements. Operating expenses are expected to be $2,023,778 in FY2012, a decrease of $427,397 from the FY2011 WAREHOUSE FUND adopted amount of $2,451,175. Judgment and claims estimates are based upon actuary studies. Generally, the This Internal Service fund supports all departments within claims are much lower than the actuary anticipates. the City by ensuring availability of necessary supplies. Non-operating expenses are anticipated to decrease by Total operating revenue is anticipated to be $116,925 for $751,674 in FY2012 and includes: A transfer to the FY2012. Operating revenues consist of fuel markups General Fund for Administration Reimbursement estimated at $106,000, and inventory mark-ups of decrease of $7,563 and Transfers in From Other Funds $10,925. will decrease by ($278,000).
Non-operating revenues for FY2012 include: interest The projected fund balance for FY2012 is anticipated to income anticipated to be $5,000 and discounts taken be $2,630,723. This amount is an decrease of $298,339 estimated at $575. over the Adopted ending balance of FY2011 which is $2,929,062. Operating expenses total $262,986 for FY2012. This includes expenses for: salaries and benefits $205,151, EMPLOYEE BENEFITS FUND supplies of $17,524, capital outlay of $27,000 and maintenance and services of $13,311. The collaboration between the Bryan, College Station, and Brazos County to develop a joint proposal for health Non-operating expenses for FY2012 include an care has resulted in savings in health care costs over the administrative reimbursement transfer of $111,443 will last several years. also be made for FY2012, and General and Administrative Transfers in of ($254,732). Education and training programs are offered in efforts to reduce claims and improve the quality of life and health of SELF INSURANCE FUND the City’s employees.
It is the policy of the City not to purchase commercial Total operating revenues are anticipated to be insurance for the risks of losses to which it is exposed, $8,046,399. Premiums paid by the City are projected to except for certain stop-loss provisions. Instead, the City decrease in FY2012, from $5,893,223 in FY2011 to believes it is more economical to manage its risks $5,871,029 in FY2012 (0.4% decrease). Employee internally and set aside assets for claim settlements in the contributions will increase slightly, up by $139,192 (9.1%) Self Insurance Fund. This fund services claims for risk of from $1,536,696 to $1,675,888 in FY2012. Retiree loss to which the City is exposed. The following are types premiums will account for $499,482 of premiums paid. of risk the City is exposed to: The FY2012 retiree contribution is $53,823 higher than the FY2011 contribution of $445,659. Interest income will • Workers’ compensation and liability claims in excess be $35,771 in FY2012. of $250,000 are covered by private excess insurance carriers
Total Operating expenses for FY2012 are anticipated to be $8,061,959. Health insurance claims are projected to EQUIPMENT REPLACEMENT FUND be $6,672,712. This reflects a decrease of $710,598 below the FY2011 budget of $7,383,310. Health insurance administration costs are $477,119. This is a The Equipment Replacement Fund is being eliminated at slight decrease of $3,141 from FY2011 budget of the end of FY2011. $480,260. Stop loss premiums anticipated to be $375,790 in FY2012, down from $404,103 in FY2011, an decrease BUILDING AND FACILITIES MAINTENANCE FUND of $28,313. Employee Assistance Program is a small component of the expenses, accounting for $13,716 of The Building and Facilities Maintenance Fund is being the costs in FY2012. Total non-operating expenses for eliminated at the end of FY2011. FY2012 are anticipated to be $350,000. This is comprised of transfers to other funds.
This page left blank intentionally. Warehouse Fund
Mission Statement Fiscal Year 2012 Goals and Objectives
The Warehouse will support all departments within the City • Facilitate Automated Meter Infrastructure (AMI) of Bryan by providing exceptional customer service, project by providing storage for the AMI meters. maintaining adequate stock levels for needed supplies, and • Promote maximum savings to City by minimizing safeguarding inventory to prevent loss. inventory write-offs and continually evaluating product cost, demand, and availability. Strategic Initiatives • Support integration of existing fuel system software to communicate with One Solution Software. • Ensure goods and services are available in a timely • Evaluate options for security monitoring of MSC Fuel and cost-effective manner. Island. • Reduce backorders and stock shortage by proactive management of inventory. • No violations issued for fuel storage and delivery • Operations are performed within budget. • Provide excellent customer service to customers both internal and external of the City. • Enhance the working environment for employees through improved communication and rewarding performance.
Fiscal Year 2011 Accomplishments
• Completed standard operating procedures (SOP) for warehouse function (auto warehouse, fuel procedure, auction, water warehouse, etc.). • Accommodated streamlining of internal services by
assuming greater responsibility and ownership for
auction process, weekly bidding of goods, and
administration of fleet services. • Obtained a Spill Prevention, Control and Counter Measure (SPCC) plan for Fountain Street Fuel Island. • Received compliance rating from Texas Commission on Environmental Quality (TCEQ) for management and operation of underground storage tanks.
Warehouse Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Operating Revenues: Fuel Markup $ 88,247 $ 90,000 $ 90,000 $ 82,000 $ 106,000 $ 16,000 17.8% Inventory Markup 10,514 10,925 10,925 10,597 10,925 - 0.0% Total Operating Revenues $ 98,761 $ 100,925 $ 100,925 $ 92,597 $ 116,925 $ 16,000 17.8% Non Operating Revenues: Interest Income$ 3,509 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ - 0.0% Discounts Taken 668 575 575 500 575 - 0.0% Total Non Operating Revenues $ 4,177 $ 5,575 $ 5,575 $ 5,500 $ 5,575 $ - 0.0% Total Revenues$ 102,938 $ 106,500 $ 106,500 $ 98,097 $ 122,500 $ 16,000 -45.4%
Expenditures: Operating Expenses: Salaries and Benefits$ 200,826 $ 193,580 $ 193,580 $ 196,254 $ 205,151 $ 11,571 6.0% Supplies 11,667 13,437 13,437 9,790 17,524 4,087 30.4% Maintenance & Services 12,498 12,129 13,729 15,525 13,311 1,182 9.7% Capital Outlay 1,451 - - - 27,000 27,000 N/A Total Operating Expenditures $ 226,442 $ 219,146 $ 220,746 $ 221,569 $ 262,986 $ 43,840 20.0% Non-operating Expenses: Transfers to VRP & FRP$ 11,025 $ 11,325 $ 11,325 $ 11,325 $ - $ (11,325) -100.0% Over/Short Fuel and Inventory (3,887) - - 2,095 - - N/A Administrative Reimbursement 91,464 83,385 83,385 83,385 111,443 28,058 33.6% General and Administrative Transfers (164,843) (164,843) (164,843) (164,843) (254,732) $ (89,889) 5.4% Total Non-Operating Expenses $ (66,241) $ (70,133) $ (70,133) $ (68,038) $ (143,289) $ (73,156) 104.3% Total Expenditures$ 160,201 $ 149,013 $ 150,613 $ 153,531 $ 119,697 $ (29,316) 124.3%
Net Increase/Decrease$ (57,263) $ (42,513) $ (44,113) $ (55,434) $ 2,803 $ 45,316 -106.6%
Beginning Unrestricted Net Current Assets 618,479 556,246 561,069 561,069 505,635 (50,611) -9.1%
CAFR Adjustment Adj t t (147)
Ending Unrestricted Net Current Assets$ 561,069 $ 513,733 $ 516,956 $ 505,635 $ 508,438 (5,295) -1.0% Warehouse Fund
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 200,826 $ 193,580 $ 193,580 $ 196,254 $ 205,151 Supplies 11,667 13,437 13,437 9,790 17,524 Maintenance & Services 12,498 12,129 13,729 14,726 13,311 Miscellaneous/Admin Reimb 102,489 94,710 94,710 95,509 111,443 Capital Outlay 1,451 - - - 27,000 Over/Short Fuel & Inventory (3,887) - - 2,095 - Total Expenses$ 325,044 $ 313,856 $ 315,456 $ 318,374 $ 374,429
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Driver - Storekeeper 1 1 - - - Warehouse Coordinator 1 1 1 1 1 Storekeeper 2 2 3 3 3 Total 4 4 4 4 4
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Value difference (issue value vs. adjustment value) for water warehouse* 3.0% NA NA 3% 5% Value difference (issue value vs. adjustment value) for general store* 3.8% NA NA 4% 5% Value difference (issue value vs. adjustment value) for automotive warehouse* 3.3% NA NA 2% 5% Issue value for water warehouse* 481,243 NA NA 341,914 481,243 Issue value for general store* 85,385 NA NA 92,272 92,272 issue value for automotive warehouse* 221,481 NA NA 218,931 221,481 Number of adjustments for water warehouse 264 NA NA 250 250 Number of adjustments for general warehouse* 156 NA NA 156 200 Number of adjustments automotive warehouse* 147 NA NA 75 175
*represents new performance measure added in fiscal year 2011
This page left blank intentionally. Self-Insurance Fund
Mission Statement
Provide excellent customer service and effective protection • Decreased employee sick leave usage by 3%. of the City’s financial and human resources, enhancing the • Continued partnership with Brazos County and the City quality of life for employees and taxpayers. of College Station for Health & Safety Expo. • Assisted in obtaining employee benefits for BVSMA, Strategic Initiatives Inc. employees. • Presented CPR certification course to Spanish Citizens • Image: Provide attractive employee benefits within Police Academy. available fiscal resources. • Image and Infrastructure: Protect employees and Fiscal Year 2012 Goals and Objectives assets of the City from injury and loss. • Market and obtain competitive proposals for employee • Infrastructure: Provide adequate funds for losses health plan year 2013. incurred and minimize their total cost. • Offer defensive driving and CPR/First Aid classes in • Infrastructure, Image, and Education: Provide on-going Spanish. review of requirements, policies, procedures, claims, • Certify ten employees in the National Safety Council’s and regulations to ensure up-to-date practices and Supervisor Development Academy. mandated standards. • Reduce number of preventable collisions by 5%. • Infrastructure, Image, and Education: Provide excellent customer service with accurate and timely advice to • Maintain financial integrity of the Self-Insurance Fund customers. with casualty costs not exceeding the actuary’s projections. • Education and Image: Establish a worksite wellness program into City’s culture. • Stabilize health plan costs through utilization of Employee Health Center. • Diversity and Education: Facilitate partnerships with other local governments for cooperative purchases, to • Increase enrollment in High Deductible Health provide effective services, and/or to increase Plan/Health Savings Account to improve health plan knowledge. consumer education to reduce health plan costs. • Increase enrollment in Medicare supplemental plans to Fiscal Year 2011 Accomplishments reduce other post employment benefits (OPEB) liability. • Continue to enhance department web page with on-line • Obtained approval, implemented, and opened City of education in benefits and safety and updates to Bryan Employee Health center. Wellness Website. • Provided competitive employee benefits package with • Facilitate group or individual health education sessions no increase in employee health insurance premiums. based on recommendations from Employee Health • Implemented High Deductible Health Plan along with Center. Health Savings Account. • Expand partnership in employee Health & Safety Expo • Enhanced health insurance plan options for Medicare- to include Bryan ISD. qualified retirees by offering a lower cost Medicare • Partner with other public entities for wellness and supplemental plan. safety related activities and events. • Marketed and obtained services for Prescription Drug • Coordinate a joint Critical Incident Stress Management Management company and enhanced coverage to meeting and/or training session between Bryan, remove copayment for certain over-the-counter drugs College Station, Brazos County, and Bryan ISD. and cholesterol lowering medications. • Reduced total vehicle collisions by 31%. • Obtained certification as CPR/First Aid instructor trainer. • Conducted National Safety Council’s Supervisor Development course for employee certification. • Conducted health education and awareness activities for employees including seminars addressing the top three health risk factors (weight, nutrition, and coronary risk). • High participation rate of employees in Healthy Lifestyles Program at 93%. • Decreased average preventable health cost from $954.02 to $893.60. • Decreased number of employees with moderate to high coronary risk. • Implemented an interactive Wellness Website for employees and their families. Self Insurance Fund Summary of Revenue and Expenditures FY2011
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Operating Revenues: Defensive Driving Fees$ 660 $ 600 $ 600 $ 855 $ 750 $ 150 25.0% Liability/Workers Comp Ins Premiums 1,307,143 1,372,318 1,372,318 1,267,204 1,440,934 68,616 5.0% Total Operating Revenues $ 1,307,803 $ 1,372,918 $ 1,372,918 $ 1,268,059 $ 1,441,684 $ 68,766 5.0% Non-Operating Revenues: Interest Income$ 64,218 $ 72,000 $ 72,000 $ 62,472 $ 56,000 $ (16,000) -22.2% Miscellaneous revenues 26,651 - - 19,221 - - N/A S/L Aggregate Refund - - - 35,273 - - N/A Total Non-Operating Revenues $ 90,869 $ 72,000 $ 72,000 $ 116,966 $ 56,000 $ (16,000) -22.2% Total Revenues$ 1,398,672 $ 1,444,918 $ 1,444,918 $ 1,385,025 $ 1,497,684 $ 52,766 3.7%
Expenditures: Operating Expenses: Personnel Services$ 394,272 $ 404,571 $ 404,571 $ 404,280 $ 419,731 $ 15,160 3.7% Supplies 20,182 147,231 147,231 29,646 30,391 (116,840) -79.4% Maintenance 85,114 160,133 186,687 112,771 99,891 (60,242) -37.6% Other Services & Charges 69,778 93,875 93,875 70,280 67,520 (26,355) -28.1% Judgement & Damage Claims 89,241 53,500 53,500 44,450 60,000 6,500 12.1% Liability Insurance 243,380 303,772 303,772 286,925 305,700 1,928 0.6% Employee Safety 10,206 10,000 10,000 10,000 - (10,000) -100.0% Claims Administration 52,000 60,000 60,000 55,000 60,000 - 0.0% Workmans Comp & Liability Claims 560,076 1,218,093 1,283,900 993,615 980,545 (237,548) -19.5% Total Operating Expenses $ 1,524,249 $ 2,451,175 $ 2,543,536 $ 2,006,967 $ 2,023,778 $ (427,397) -17.4% Non-Operating Expenses: Equipment Replacement Transfer$ 3,702 $ 3,969 $ 3,969 $ 3,969 $ - $ (3,969) -100.0% Building & Facility Mtnce 2,142 2,142 2,142 2,142 - (2,142) -100.0% General & Admin Reimbursements ------N/A Capital - 360,000 360,000 - - (360,000) -100.0% Employee Health Center - - - 310,404 400,000 400,000 N/A Transfer to Other Funds ------N/A Transfer to General Fund 787,705, 500,000, 525,000, 500,000, - (500,000)(,) -100.0% Allocation Cost from City Dep 268,170 232,394 232,394 232,394 224,831 (7,563) -3.3% Transfers from other funds - (72,000) (72,000) (72,000) (350,000) (278,000) 386.1% Total Non-Operating Expenses $ 1,061,719 $ 1,026,505 $ 1,051,505 $ 976,909 $ 274,831 (751,674) -73.2% Total Expenditures$ 2,585,968 $ 3,477,680 $ 3,595,041 $ 2,983,876 $ 2,298,609 (1,179,071) -33.9%
Net Increase/(Decrease) $ (1,187,296) $ (2,032,762) $ (2,150,123) $ (1,598,851) $ (800,925) $ 1,231,837 37.6%
Beginning Unrestricted Net Current Assets 6,217,795 4,961,824 5,030,497 $ 5,030,497 $ 3,431,648 (1,530,176) -30.8%
Ending Unrestricted Net Current Assets$ 5,030,497 $ 2,929,062 $ 2,880,374 $ 3,431,648 $ 2,630,723 $ (298,339) 6.7% Self Insurance Fund
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 394,272 $ 404,571 $ 404,571 $ 404,280 $ 419,731 Supplies 20,182 147,231 147,231 29,646 30,391 Maintenance & Services 380,494 523,905 550,459 454,696 465,591 Miscellaneous/Admin Reimb 1,003,315 1,613,973 1,679,780 1,667,254 1,732,896 Capital Outlay - 360,000 360,000 - - Transfers 787,705 500,000 525,000 500,000 - Total Expenses$ 2,585,968 $ 3,549,680 $ 3,667,041 $ 3,055,876 $ 2,648,609
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted Risk Management Director 1 1 1 1 1 Benefits Administrator 1 1 1 1 1 Claims Specialist 1 1 1 1 1 Risk Management Assistant 1 1 1 1 1 Safety Officer 1 1 1 1 1 Wellness Coordinator 1 1 1 1 1 Total 6 6 6 6 6
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Number of safety/health classes held in Spanish 4 4 4 4 6 Number of collisions per 1,000,000 miles 20.2 12.0 12.0 11.4 20.0 Reduce percentage of preventable collisions 63% 70% 70% 62% 60% Claims costs to actuary's projections 51% 70% 70% 65% 70% Workers comp claim costs (in thousands) 265 300 300 350 350 Health plan claims cost (in millions) 6.6 6.8 6.8 7.1 7.0 Heatlh Center-number of patient visits N/A N/A N/A 1,100 2,225 Health Center-number of new chronic conditions diagnosed N/A N/A N/A 8 16 Number of employees enrolled in HDHP/HAS N/A N/A N/A 10 100 Number of retirees enrolled in Medicare supplement N/A N/A N/A 2 5 Number of National Safety Council Supervisor Training classes 1 1 1 1 N/A Number of National Safety Council Supervisor Certification class students N/A N/A N/A 10 10 Prevalance of top three health risk factors: weight 79% 77% 77% 82% 80% nutrition 71% 69% 69% 69% 67% coronary heart disease 63% 61% 61% 58% 56% Number of health education activities/seminars 20 25 25 24 24 Number of educational events with other public entities 4 5 5 4 5 Number of CISM joint Brazos Valley team meetings 0 2 2 0 1 Employee Sick Leave usage 41,207 43,000 43,000 39,880 N/A
This page left blank intentionally. Employee Benefits Summary of Revenues and Expenses FY2011
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Operating Revenues: Employee Contributions$ 1,572,801 $ 1,536,696 $ 1,536,696 $ 1,592,588 $ 1,675,888 $ 139,192 9.1% City Contributions 5,497,886 5,893,223 5,893,223 5,700,029 5,871,029 (22,194) -0.4% Retiree Health Premiums 443,152 445,659 445,659 484,934 499,482 53,823 12.1% Total Operating Revenues $ 7,513,839 $ 7,875,578 $ 7,875,578 $ 7,777,551 $ 8,046,399 $ 170,821 2.2% Non-Operating Revenues: Interest Income$ 32,271 $ 40,000 $ 40,000 $ 33,664 $ 35,771 $ (4,229) -10.6% Stop/Loss Aggregate Refund 51,648 - - 11,758 - - N/A Health Claim Rebates 78,550 60,000 60,000 37,411 - (60,000) -100.0% Total Non-Operating Revenues $ 162,469 $ 100,000 $ 100,000 $ 82,833 $ 35,771 $ (64,229) -64.2% Total Revenues$ 7,676,308 $ 7,975,578 $ 7,975,578 $ 7,860,384 $ 8,082,170 $ 106,592 1.3%
Expenditures: Operating Expenses: Administrative Reimbursements$ 169,580 $ 178,948 $ 178,948 $ 178,948 $ 161,694 $ (17,254) -9.6% Claims Administration 15,063 15,000 15,000 16,011 10,928 (4,072) -27.1% Health Insurance Administration 489,008 480,260 480,260 467,962 477,119 (3,141) -0.7% Health Insurance Claims 7,088,656 7,383,310 7,383,310 7,094,531 6,672,712 (710,598) -9.6% EAP 12,783 13,000 13,000 13,063 13,716 716 5.5% Stop Loss Premium 292,928 404,103 404,103 357,781 375,790 (28,313) -7.0% Total Operating Expenses $ 8,068,018 $ 8,474,621 $ 8,474,621 $ 8,128,296 $ 7,711,959 $ (762,662) -9.0% Non-Operating Expenses: Transfer to Other Funds$ - $ 72,000 $ 72,000 $ 72,000 $ 350,000 $ 278,000 386.1% Total Non-Operating Expenses $ - $ 72,000 $ 72,000 $ 72,000 $ 350,000 $ 278,000 386.1% Total Expenditures$ 8,068,018 $ 8,546,621 $ 8,546,621 $ 8,200,296 $ 8,061,959 $ (484,662) -5.7%
Net Increase/(Decrease) * $ (391,710) $ (571,043) $ (571,043) $ (339,912) $ 20,211 $ 591,254 7.0%
Beginning Unrestricted Net Current Assets 2,271,176 1,977,336 1,879,465 1,879,465 1,539,553 (437,783) -22.1%
Ending Unrestricted Net Current Assets $ 1,879,465 $ 1,406,293 $ 1,308,422 $ 1,539,553 $ 1,559,764 $ 153,471 10.9% Employee Benefits Fund
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Claims Administration$ 15,063 $ 15,000 $ 15,000 $ 16,011 $ 10,928 MiscAdmin Reimbursements 8,052,955 8,459,621 8,459,621 8,112,285 7,701,031 Transfers - 72,000 72,000 72,000 350,000 Total Expenses$ 8,068,018 $ 8,546,621 $ 8,546,621 $ 8,200,296 $ 8,061,959
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Average number of health plan contracts 890.00 872.00 872.00 882.00 880.00 Average number of health plan members 1,987.00 1,850.00 1,850.00 2,001.00 1,998.00 Average health claims paid per contract per month 663.73 640.66 640.66 670.31 640.00 Total Admin & Stop Loss fees paid per contract per mo 74.41 76.00 76.00 80.00 82.07 Total plan expenses per contract per month 738.14 716.66 716.66 750.31 722.00 Average Provider Savings 61% 60% 60% 52% 50% Inpatient admissions/1,000 64.90 80.00 80.00 68.20 64.79 Inpatient days/1,000 236.70 280.00 280.00 267.10 253.75 ER visits/1,000 197.10 205.00 205.00 192.90 183.26 Professional Provider visits/member 8.90 8.80 7.92 Equipment Replacement Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease)
Operating Revenues: Interest Income$ 8,118 $ 1,650 $ 1,650 $ 17,500 $ - $ (1,650) -100.0% Gain on Sale of Assets 5,741 - - - - - N/A Total Operating Revenues $ 13,859 $ 1,650 $ 1,650 $ 17,500 $ - $ (1,650) -100.0%
Operating Expenditures: Supplies Costs: Supplies 1,150 - - 15,442 - - N/A Subtotal Supplies Costs $ 1,150 $ - $ - $ 15,442 $ - $ 14,547 N/A Misc/Admin Reimb: Alloc Costs from City Departments 14,547 11,006 11,006 11,006 - (11,006) -100.0% Loss on Sale of Asset 13,921 ------Subtotal Misc/Admin Reimb $ 14,547 $ 11,006 $ 11,006 $ 11,006 $ - $ 14,547 N/A Equipment Replacement Costs: Municipal Court Equip. Replacement ------N/A Facilities Services Equip. Replacement 81,500 113,500 148,503 148,503 - (113,500) -100.0% Transportation and Drainage Equip. Replacement 187,044 262,260 262,260 262,260 - (262,260) -100.0% Traffic Services Equip. Replacement 22,685 22,685 100,665 100,665 - (22,685) -100.0% Police Services Equip. Replacement 479,740 530,600 578,269 578,269 - (530,600) -100.0% Fire Services Equip. Replacement 507,166 1,736,694 2,975,438 2,975,438 - (1,736,694) -100.0% Planning & Development Services Equip. Replacement ------N/A Parks & Recreation Services Equip. Replacement 302,370 120,350 120,350 120,350 - (120,350) -100.0% Risk - 3,969 3,969 3,969 - (3,969) -100.0% Warehouse - 9,719 9,719 9,719 - (9,719) -100.0% Water Services Equip. Replacement 183,622 220,919 235,982 235,982 - (220,919) -100.0% Wastewater Services Equip. Replacement 204,057 327,729 327,729 327,729 - (327,729) -100.0% Solid Waste Services Equip. Replacement 644,302 868,968 923,870 923,870 - (868,968) -100.0% Subtotal Equip. Replacement Costs $ 2,612,487 $ 4,217,393 $ 5,686,754 $ 5,686,754 $ - $ (4,217,393) -100.0% Transfers-In: Transfer From Municipal Court (13,153) (13,153) (13,153) (13,153) - 525 3.8% Transfer From Fleet Services (9,721) (9,721) (9,721) (9,721) - 2,825 22.5% Transfer From Facilities Services (80,703) (64,852) (64,852) (64,852) - 9,507 12.8% Transfer From Transportation and Drainage (314,108) (314,108) (314,108) (314,108) - 88,661 22.0% Transfer From Traffic Services (73,477) (33,477) (33,477) (33,477) - 851 2.5% Transfer From Police Services (485,265) (474,725) (474,725) (474,725) - (84,944) -21.8% Transfer From Fire Services (805,360) (805,360) (805,360) (805,360) - (58,248) -7.8% Transfer From Planning & Development Srv (30,321) (30,321) (30,321) (30,321) - (18,146) -149.0% Transfer From Parks & Recreation Services (73,780) (73,780) (73,780) (73,780) - 14,439 16.4% Transfer From Water Services (224,280) (220,919) (220,919) (220,919) - (41,717) -22.9% Transfer From Wastewater Services (294,493) (327,729) (327,729) (327,729) - (48,286) -19.6% Transfer From Solid Waste Services (1,082,338) (868,968) (868,968) (868,968) - (165,714) -18.1% Transfer From Information Technology (4,844) (4,844) (4,844) (4,844) - 2,215 31.4% Transfer from Engineering Services (22,575) (22,575) (22,575) (22,575) - 2,897 11.4% Transfer From Risk Services (3,705) (3,969) (3,969) (3,969) - (952) -34.6% Transfer From Warehouse Services (9,419) (9,719) (9,719) (9,719) - 1,956 17.2% Subtotal Transfers-In $ (3,527,542) $ (3,278,220) $ (3,278,220) $ (3,278,220) $ - $ (294,131) 9.0% Total Operating Expenses $ (899,358 ) $ 950,179 $ 2,419,540 $ 2,434,982 $ - $ (4,482,430) -471.7%
Net Increase/(Decrease) 913,217 (948,529) (2,417,890) (2,417,482) - 4,480,780 -472.4% - Beginning Unrestricted Net Current Assets 2,265,605 1,108,817 3,178,822 3,178,822 761,340 (4,480,780) -404.1%
Ending Unrestricted Net Assets $ 3,178,822 $ 160,288 $ 760,932 $ 761,340 $ 761,340 $ - 0.0% Building and Facilities Maintenance Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Interest Income$ 463 $ 175 $ 175 $ 750 $ - (175) -100.0% Discounts Taken 4,220 5,000 5,000 5,000 - (5,000) -100.0% Total Revenues$ 4,683 $ 5,175 $ 5,175 $ 5,750 $ - $ (5,175) -100.0%
Expenditures: Operating Expenditures: Building Maintenance$ 86,118 $ 106,874 $ 186,374 $ 186,374 $ - $ (106,874) -100.0% Park & Rec System Maint. 61,410 98,351 98,351 98,351 - (98,351) -100.0% Transfer from General Fund ------N/A Transfer from Other Funds ------N/A Sub Total Expenditures $ 147,528 $ 205,225 $ 284,725 $ 284,725 $ - $ (205,225) -200.0% Other Uses/(Sources): Transfer from General Fund$ (196,902) $ (144,902) $ (144,902) $ (144,902) $ - $ 144,902 -100.0% Transfer from Warehouse Fund (1,606) (1,606) (1,606) (1,606) - 1,606 -100.0% Transfer from Water Fund (4,765) (4,765) (4,765) (4,765) - 4,765 -100.0% Transfer from Wastewater Fund (7,075) (7,075) (7,075) (7,075) - 7,075 -100.0% Transfer from Airport Fund (10,810) (10,810) (10,810) (10,810) - 10,810 -100.0% Transfer from Solid Waste Fund (4,000) (4,000) (4,000) (4,000) - 4,000 -100.0% Transfer from Risk Fund (2,142) (2,142) (2,142) (2,142) - 2,142 -100.0% Sub Total Other Uses/(Sources) $ (227,300) $ (175,300) $ (175,300) $ (175,300) $ - $ 175,300 $ (1) Total Expenditures$ (79,772) $ 29,925 $ 109,425 $ 109,425 $ - $ (29,925) -100.0%
Revenue Over/(Under) Expenditures$ 84,455 $ (24,750) $ (104,250) $ (103,675) $ - $ 24,750 -100.0%
Beginning Unreserved Net Assets 35,261 61,931 119,716 119,716 16,041 (45,890) -74.1%
Ending Unreserved Net Assets$ 119,716 $ 37,181 $ 15,466 $ 16,041 $ 16,041 $ (21,140) -56.9%
This page left blank intentionally. SPECIAL REVENUE OVERVIEW
FUND DESCRIPTION HOTEL/MOTEL TAX FUND
Special Revenue Funds may be used to account for the The Hotel/Motel Tax fund is used to account for the proceeds of specific revenue sources (other than revenues realized from the City’s 7% tax on Hotel/Motel permanent funds or for major capital projects) that are receipts on all eligible hotel, motel and bed and breakfast legally restricted as to expenditure for specified purposes. occupancies within the City of Bryan. By law, cities less than 125,000 in population must spend at least 1% of the As Governmental Funds, they are accounted for by using proceeds on advertising, no more than 15% on art the current financial resources measurement focus and programs and a maximum of 50% on historical the modified accrual basis. Revenues are recognized in preservation. Chapter 351 of the Texas Local the accounting period in which they are both measurable Government Code governs the use of Hotel/Motel Tax and available. Revenues are considered to be available proceeds. Revenues from room receipts in FY2012 are when they are collected within the current period or soon projected to be $345,000, or a 2.5% increase from enough thereafter to pay liabilities of the current period. FY2011. Interest income of $4,200 is projected. Expenditures in the governmental funds are recognized in the period in which the liability is incurred, if measurable. Expenditures of $381,100 in FY2012 are programmed However, debt service expenditures are recorded only into the proposed budget. Funding of $133,400 will be when payment is due. provided to the Bryan-College Station Convention & Visitor’s Bureau. Downtown Bryan Economic The City adopts legal budgets for twelve Special Revenue Development Association (DBEDA) will be provided with Funds, which includes the following: $30,000 in funding, while the Arts Council will receive • Community Development Fund $42,000. The Brazos Valley Symphony will receive • Hotel/Motel Tax Fund $7,000 in funding. Also included in the FY2012 • Oil and Gas Fund expenditure budget is $82,500 for festivals and • Special Projects Fund celebrations. All programs funded are designed to • Court Technology Fund promote tourism, convention, and the hotel industry. A • Street Improvement Fund portion of the festival funding will be utilized to promote • Drainage Fund the City of Bryan’s signature event, Texas Reds Steak & Grape Festival. • TIRZ #8 (Park Hudson)
• TIRZ #10 (Traditions) The projected ending fund balance is $480,090 at year • TIRZ #19 (Nash Street) end. • TIRZ #21 (Downtown) • TIRZ #22 (Lauth) OIL & GAS FUND
COMMUNITY DEVELOPMENT FUND Oil and Gas royalties and bonuses from wells drilled on City owned land is accounted for in the Oil & Gas Fund. The Community Development Fund accounts for the Use of these funds is at the City Council’s discretion. In proceeds of grants that focus primarily on community and recent years, expenditures have been budgeted in housing development for low to moderate income citizens. support of economic development ventures. The primary source of revenue for the Community Development Fund is the United States Department of Oil and Gas production activity in the Brazos Valley varies Housing and Urban Development (HUD); HUD provides depending upon the demand for and the market price of grant funding for both the Community Development Block the product. Total revenues from royalties, which have Grant (CDBG) and the HOME Program (HOME). In been as high as $516,000 in FY2001, are only expected FY2012, revenues total $2,352,977, a $102,249 increase to be $70,000 in FY2012, with interest of $1,000. No from the FY2011 adopted budget. The increase is due, in expenditures are anticipated in FY2012. The Oil & Gas part, to an increase in the overall allocation to the US Fund will be closed to the General Fund. Department of Housing and Urban Development for the Community Development Block Grant (CDBG) and the SPECIAL PROJECTS FUND Home Investment Partnership Program Grant (HOME). As more funds are available to be dispersed by the In 1996, the City settled an environmental pollution granting agencies, the City’s grant awards are increased. lawsuit with a local industry. Under the terms of the agreement, an annual payment of $450,000 was made by Proposed expenditures in the Community Development the industry to the City each September through 2005. Fund are $2,352,977. The Community Development fund The proceeds of this settlement are to be restricted to relies solely on grant funding for all operational special construction or development projects. The Special expenditures; the department can only spend funding Projects Fund is expected to realize interest income of which has been awarded. $500 during FY2012. No expenditures are planned in FY2012 from this fund. This fund will also be closed to the General Fund.
COURT TECHNOLOGY FUND Additional expenditures include a transfer to BTU (electric) of $50,000 to cover utility administrative The Court Technology Fund accounts for the receipts and reimbursements. disbursement of the administrative court cost assessed on each municipal court conviction (excluding City No minimum fund balance or reserve requirement exists ordinances). The amounts realized from the collection of for this fund. this fee must be used in accordance with Texas Law. Expenditures are limited to technological purchases that TIRZ #8 – PARK HUDSON enhance the operation of the Municipal Court. Tax Increment Financing Zone #8 – Park Hudson (TIRZ FY2012 projected revenues are expected to remain stable 8) was created in December 1998 by City Council at $49,600 which equal to FY2011. Revenues from the Ordinance. It was created for the purpose of funding technology fee are anticipated to be $45,600, while public improvements in a geographic area in east Bryan. interest income is expected to be $4,000. The improvements are primarily street, water and other infrastructure intended to increase the attractiveness of Proposed expenses for FY2012 are $54,920 and consist the zone to investment by developers. The increased tax of the following: receipts resulting from the improvements in the zone are • $53,500 is set aside for capital purchases, including a used to service the debt issued in 1999 and 2001 that payment kiosk and a license reader. financed the infrastructure improvements. • $420 is budgeted for supplies and $1,000 for the maintenance of the computers. The primary source of revenues in TIRZ 8 is tax receipts realized from taxing the incremental value of The fund balance is projected to be $272,073 by year improvements since the zone began. In FY2012, receipts end. from the City, Brazos County, and Bryan ISD are budgeted at $1,167,429. However, BISD may elect to STREET IMPROVEMENT FUND (TRANSPORTATION make their contribution of $187,025 in FY11. Projected FEE) interest earnings for FY2012 are $42,200.
Originally established in 1998, the transportation fee is Adopted FY2012 expenditures include $340,000 for park restricted to the maintenance, repair, reconstruction or improvements, as well as $285,066 for debt service extension of the existing street system in the City. The payments. current fee schedule assesses the street improvement fee to all electric customers that reside within Bryan city limits. There is no required minimum balance for this fund. The rates are also scaled according to size: residential, small commercial, medium commercial and large TIRZ #10 - TRADITIONS commercial. Transportation fees are 80% of the combined Transportation/Drainage rates charged. Tax Increment Financing Zone #10 – Traditions (TIRZ 10) was created by City Council ordinance in March, 2000. Total adopted revenues for FY2012 are $5,311,000. This includes anticipated interest earnings of $60,000. This improvement zone is located on the south west edge Expenditures are budgeted at $8,882,984. of Bryan. The zone was created to develop the infrastructure for the “Traditions” project, which includes a No minimum fund balance or reserve requirement exists championship golf course, facilities for the Texas A&M for this fund. University golf team and upscale residential development. Tax receipts from the improvements within the zone DRAINAGE FUND coupled with proceeds from the sale of residential lots were included in the development plan as resources for Originally established in 1998, the Drainage Fee is used servicing the debt issued in 2000. to improve drainage in the City through maintenance, extensions and improvements, as well as addressing The “Traditions” golf course is complete and residential lot federal storm water mandates. The current rate schedule sales and new home construction continues. The in effect for FY2012 includes rates charged to electric estimated property tax revenues for FY2012 are customers that reside within the city limits of Bryan. $1,092,918. Transfers from other funds and interest Rates are also scaled according to size: residential, small income of $140,587I are also budgeted in FY12. commercial, medium commercial and large commercial. Drainage Fees are 20% of the combined FY2012 expenditures include debt service payments in Transportation/Drainage rates charged. the amount of $1,390,171, and $25,000 for developer reimbursements. FY2012 total adopted revenues are $875,000. Drainage fees comprise 98%, or $860,000, of the total fund The FY2012 fund balance is expected to decrease by revenue. Interest income constitutes $10,000 and penalty $181,666 throughout the year with an ending fund income is $5,000. balance of $57,138. There is no required minimum balance for this fund. Drainage studies and improvement projects budgeted for FY2012 total $1,416,925.
TIRZ #19 – NASH STREET
Tax Increment Financing Zone #19 – Nash Street (TIRZ Property Tax revenues budgeted for FY2012 are 19) was created by City Council ordinance on June 26, $249,416. Other projected revenues include $1,693 in 2007. This improvement zone is located on 122 acres interest income, and transfers in of $75,000. along the Villa Maria Road and FM 158 corridor within the corporate limits of Bryan. TIRZ 19 was created to Total expenditures adopted for FY2012 total $298,418 as develop the retail and commercial portions of the project a transfer out debt service payments. along William J. Bryan Parkway and Villa Maria Road. The greatest derived public benefit identified within the GRANT FUND plan is the construction of Nash Street which connects William J. Bryan and Villa Maria Road. The Grant Fund was established in 2011 to segregate and administer governmental grants. The grants received Property tax revenues for TIRZ 19 are projected to be and recorded in this fund are primarily for public safety $142,890 in FY2012 with interest income of $271. The purposes. The FY2012 Adopted Budget includes forecasted statement of cash flow reflects full participation revenues of $241,371 for COPS Grant. This grant by the City of Bryan through 2027 and Brazos County provides funding for entry level salary and benefits for four participation through 2012. (4) police officers. Grant funding is provided for four years. FY2012 expenditures of $241,371 are included for Adopted expenditures for FY2012 are $160,851 for debt the salaries and benefits for the COPS Grant officers. service.
TIRZ #21 – DOWNTOWN
Tax Increment Financing Zone #21 – Downtown (TIRZ 21) was created by City Council ordinance in December 2006. This improvement zone is located within a polygon of properties, including rights-of-ways, located in Downtown Bryan. The zone was created to support the re-development of the Downtown district.
Projects that are proposed that may be funded from the TIRZ 21 include Phase 3 Downtown re-development and Phase 4 Downtown re-development. Both of these projects consist of re-development of streets, side streets, surface parking, etc. within the Downtown area. In addition to the two phases of re-development the TIRZ proposed projects also include a Civic Park, gateway signage, and a fountain among other potential projects.
The City of Bryan anticipates approximately $74,691 in property tax revenues for FY2012. There are no expenditures budgeted for this fund in FY2012.
TIRZ #22 – LAUTH DEVELOPMENT
Tax Increment Financing Zone #22 – Lauth (TIRZ 22) was created by City Council ordinance on February 13, 2007. This improvement zone is located on 282 acres along Briarcrest Drive and the east frontage road of N. Earl Rudder Freeway. TIRZ 22 was created to support the development of a multi-phased regional retail center (known as the “Bryan Towne Center”) and other mixed use development. This development is expected to add significant ad valorem and sales tax base to the City of Bryan.
The City of Bryan will be utilizing certificates of obligation designated “City of Bryan, Texas Combination Tax and Tax Increment Revenue Certificates of Obligation, Series 2007” in the approximate aggregate principal amount of $1.5 million for the purpose of paying contractual obligations incurred or to be incurred by the City in connection with public improvements within TIRZ 22.
Community Development Fund
Mission Statement
To receive, allocate, and administer Community • Provided for citizen’s input through 3 public hearings Development Block Grant (CDBG) and Home Investment and monthly public meetings. Partnership Grant (HOME) funding and other appropriate • Developed and implemented 2011 annual Consolidated funding as obtained, in accordance with guidelines Action Plan. published by the U.S. Department of Housing and Urban • Prepared and submitted 2009 annual Consolidated Development for the benefit of the citizens of the City of Annual Performance and Evaluation Report. Bryan; to eliminate slum and blight; and for the general • Provided technical assistance to Brazos Valley betterment of the community. Coalition for the Homeless - Chair (quarterly meetings). • Provided for funding of a minimum of 6 public service Strategic Initiatives agencies to increase access to services and providing opportunity through a RFP for submission of proposals • Expand the supply of decent, safe and affordable for public service agencies. housing. • Prepared for Community Development Block Grant • Reduce the isolation of income groups by (CDBG) Monitoring. decentralizing housing opportunities and expanding • Provided staff oversight of Neighborhood Stabilization home ownership. Program for 32 demolitions and one • Address needs of homeless through housing and acquisition/rehabilitation for one owner occupied home. supportive services by providing access to eligible • Provided for an application process for public facility programs. funding for the 2011 program year. • Address special needs populations through housing • Co-Chaired United Way’s Financial Stability Committee and supportive services by providing access to eligible to increase financial resources for low and moderate services. income people. • Increase access to public services and public facilities as defined by HUD. Fiscal Year 2012 Goals and Objectives • Increase economic development by providing technical assistance to private non-profit, for profit developers, • Provide funding to a minimum of 17 homeowners to and special economic development loans to increase improve housing stock for both minor and major access to services for low to moderate income rehabilitation/reconstruction projects. individuals. • Provide home buyer’s assistance to a minimum of 15 • Increase economic development by providing technical eligible citizens. assistance to individuals and/or special economic • Work with internal city departments to coordinate development loans, when funds are available, to efforts in Bryan’s First Rehab area for housing, streets, eliminate slum/blight. parks, water/sewer and building inspections to increase housing stock by implementing a proposed Fiscal Year 2011 Accomplishments maintenance ordinance and lowering fees for impact area projects. • Worked with internal city departments to coordinate • Work with and provide technical assistance to DASH to efforts in Bryan’s First Rehab area to create impact on implement Good Samaritan project to increase rental older (low/moderate income areas) neighborhoods properties (5 rental properties) and local builders to including Executive, Planning, Neighborhood Services, increase opportunities for owner occupied (5 new Engineering, Transportation, and Building Inspections. properties for home ownership). • Provided technical assistance to and participated on • Provide technical assistance and partner with Social the DASH (Decent Affordable, Safe Housing) Inclusion/Exclusion model for Bryan’s First Committee to provide private/public partnerships to Rehabilitation Area for long term plan to address eliminate substandard and/or dilapidate houses housing and social service issues. (approximately 8 meetings held). • Provide volunteer demolition opportunities and • Assisted in DASH presentation to City Council on complete 5 demolitions to remove vacant dilapidated housing initiatives to stimulate housing stock houses. low/moderate income areas. • Provide volunteer acquisition opportunities for • Provided funding to a minimum of 15 homeowners to properties that are located in low and moderate income improve housing stock for both minor and major areas to encourage redevelopment and complete one rehabilitation/reconstruction. (1) to two (2) acquisitions. • Provided technical assistance to over 8 House Tax • Provide technical assistance to a minimum of two (2) Credit (HTC) developers and 2 local developers. housing developers to encourage housing • Provided home buyer’s counseling and/or down developments in low/moderate income areas or for payment assistance to a minimum of 15 citizens. low/moderate income individuals/families. • Provided for the acquisition of one property. • Provide technical assistance to a minimum of two (2) • Provided for the demolition of 2 vacant houses. housing related community committees/coalitions including DASH and Brazos Valley Coalition for the Homeless. Community Development Fund
• Provide technical assistance through participation on a minimum of three (3) social service boards/Coalitions and committees such as Project Unity, United Way, and Bank On It. • Prepare and submit the 2011 Consolidated Action Plan. • Prepare and submit the 2010 Consolidated Annual Evaluation and Performance Plan. • Attend HUD meetings as appropriate, with a minimum of one per fiscal year.
Community Development Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Community Development Block Grant$ 669,462 $ 1,246,968 $ 1,246,968 $ 960,040 $ 1,322,263 $ 75,295 6.0% HOME Grant 433,770 806,000 806,000 343,511 971,214 165,214 20.5% Revolving Loan 2,634 5,760 5,760 4,500 4,500 (1,260) -21.9% HOME Program Income 57,837 55,000 55,000 50,000 55,000 - 0.0% CDBG-R; Neighborhood Stabilization 335,157 137,000 137,000 105,442 - (137,000) -100.0% Total Revenues$ 1,498,860 $ 2,250,728 $ 2,250,728 $ 1,463,493 $ 2,352,977 $ 102,249 4.5%
Expenditures: CD Administration$ 188,407 $ 203,565 $ 203,565 $ 203,565 $ 170,538 $ (33,027) -16.2% CD Neighborhood Stabilization CDNSP 89,871 137,000 234,213 105,442 - (137,000) -100.0% CDBG-R 20,080 - - - - - N/A CDBG Housing Admin 342,480 898,490 960,990 622,724 1,028,321 129,831 14.4% CDBG Public Services 141,208 150,631 150,631 138,251 127,904 (22,727) -15.1% CDBG Public Facilities PFCDBG-R 225,206 - - - - - N/A HOME Grants 491,607 861,042 1,055,690 393,511 1,026,214 165,172 19.2% Total Expenditures$ 1,498,859 $ 2,250,728 $ 2,605,089 $ 1,463,493 $ 2,352,977 $ 102,249 4.5%
Net Increase/(Decrease)$ 1 $ - $ (354,361) $ - $ - $ - N/A
Beginning Fund Balance - (10) 1 1 1 11 -110.0%
Ending Fund Balance$ 1 $ (10) $ (354,360) $ 1 $ 1 $ 11 -110.0% Community Development Fund
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Salaries and Benefits$ 479,839 $ 429,266 $ 429,266 $ 458,259 $ 427,728 Supplies 8,995 10,767 10,767 10,754 11,402 Maintenance & Services 62,526 66,663 66,663 67,518 59,535 Miscellaneous/Admin Reimb 727,499 1,744,032 2,098,393 926,962 1,854,312 Debt Service - - - - - Capital 220,000 - - - - Total Expenses$ 1,498,859 $ 2,250,728 $ 2,605,089 $ 1,463,493 $ 2,352,977
Budgeted Personnel
FY2010 FY2011 FY2011 FY2011 FY2012 Adopted Adopted Amended Projected Adopted CD Manager 0.75 0.75 0.75 0.75 0.75 CD Assistant Manager 1.00 1.00 1.00 1.00 1.00 CD Programs Administrator - - - - - CD Program Analyst 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer - - - - - CD Construction/Project Specialist 1.00 1.00 1.00 1.00 1.00 CD Housing Rehab specialist 1.00 1.00 1.00 1.00 1.00 CD Assistant 1.00 1.00 1.00 1.00 1.00 CD Non Housing Serv Mgr - - - - - Housing Coordinator - - - - - Non Housing Assistant - - - - - Housing Assistant - 0.50 0.50 0.50 0.50 Total 5.75 6.25 6.25 6.25 6.25
Performance and Activity Measures
FY2010 FY2011 FY2011 FY2011 FY2012 Actual Adopted Amended Projected Adopted Number of households provided rehabilitation 30 15 20 20 17 Number of households provided reconstruction 2 2 2 2 2 Number of developers provided technical assistance 4 3 10 10 2 Number of citizens provided homebuyers assistance 26 15 15 15 15 Number of non-profits provided tech. assist. for housing/ support. serv. 3 3 3 3 3 Number of Public Housing Authority residents receiving tech. assist. 1 - 1 1 1 Number of individuals served through supportive services by non-profits who were provided technical 25,000 25,000 25,000 25,000 25,000 Number of youth facilities provided technical assistance or funding 3 4 4 4 3 Number of reviews of Section 108 Health Care Facilities 1 4 1 1 1 Number of agencies receiving funding or technical assistance 10 6 6 6 6 Number of agencies funded that provided services to at risk youth 6 3 3 3 3 Number of public services receiving consideration for funding 10 12 10 12 15 Number of special projects 3 3 3 3 3 Number of public hearings held 5 2 3 4 4 Number of Acquisitions 1 - 2 1 2 Number of Demolitions - - 20 2 5 Hotel/Motel Tax Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Room Tax Receipts $ 411,190 $ 336,475 $ 336,475 $ 400,000 $ 345,000 $ 8,525 2.5% Interest Income 3,267 4,595 4,595 3,000 4,200 (395) -8.6% Total Revenues$ 414,457 $ 341,070 $ 341,070 $ 403,000 $ 349,200 $ 8,130 2.4%
Expenditures: Convention & Visitors Bureau $ 133,400 $ 133,400 $ 133,400 $ 133,400 $ 133,400 $ - 0.0% Children's Musem ------N/A Arts Council 42,000 42,000 42,000 42,000 42,000 - 0.0% DBEDA Contract 30,000 30,000 30,000 30,000 30,000 - 0.0% Brazos Valley Noon Lions Club-July 4th 10,000 - - - 10,000 10,000 N/A Brazos Valley Symphony 7,000 7,000 7,000 7,000 7,000 - 0.0% Texas Association of Museums 5,000 - - - - - N/A Events/Celebrations - Texas Reds 62,941 75,000 75,000 25,000 75,000 - 0.0% Events/Celebrations - Fiestas Patrias 4,995 - - - 5,000 5,000 N/A Events/Celebrations - World Fest 1,700 2,500 2,500 2,500 2,500 - 0.0% ASA Tournament Fees 10,000 - - - - - N/A Reimb. General Fund for Hotel Fee Waiver 16,292 - - - 17,500 17,500 N/A Booneville Hotel LP - Best Western-Tourism Reimbursement (65 Rooms) 83,752 3,700 3,700 3,700 3,700 - 0.0% LaSalle Hotel Capital Improvements - 30,000 30,000 30,000 - (30,000) -100.0% Contingency - 25,000 38,500 38,500 55,000 30,000 120.0% Total Expenditures$ 407,080 $ 348,600 $ 362,100 $ 312,100 $ 381,100 $ 32,500 9.3%
Net Increase/Decrease $ 7,377 $ (7,530) $ (21,030) $ 90,900 $ (31,900) $ (24,370) 323.6%
Beginning Fund Balance 413,713 254,091 421,090 421,090 511,990 257,899 101.5%
Ending Fund Balance $ 421,090 $ 246,561 $ 400,060 $ 511,990 $ 480,090 $ 233,529 94.7% Oil & Gas Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Royalties - Genera $ 50,70 2 $ 70,000 $ 70,000 $ 62,997 $ 75,000 $ 5,000 7.1% Interest 2,02 0 1,000 1,000 2,100 1,500 500 50.0% Total Revenues$ 52,722 $ 71,000 $ 71,000 $ 65,097 $ 76,500 $ 5,500 7.7%
Expenditures: General Fund Administrative Reimbursemen 313 176 176 176 - (176) -100.0% Total Expenditures $ 313 $ 176 $ 176 $ 176 $ - $ (176) -100.0%
Net Increase/(Decrease$ 52,409 $ 70,824 $ 70,824 $ 64,921 $ 76,500 $ 5,676 8.0%
Beginning Fund Balance 117,68 5 135,299 170,094 170,094 235,015 99,716 73.7%
FY2009 CAFR Adjustment ------N/A
Ending Fund Balance $ 170,094 $ 206,123 $ 240,918 $ 235,015 $ 311,515 $ 105,392 51.1% Special Projects Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Interest Income$ 1,395 $ 500 $ 500 $ 1,000 $ - $ (500) -100.0% Discounts Taken 188 - - 86 - - N/A Total Revenues$ 1,583 $ 500 $ 500 $ 1,086 $ - $ (500) -100.0%
Expenditures: Transfer to Bryan Commerce & Development$ 39,807 $ - $ - $ - $ - - N/A Downtown Landscaping 21,809 - - 9,242 - - N/A Villa Maria Grade Seperation Landscaping 110,429 - - - - - N/A General Fund Administrative Reimbursement 199 320 320 320 - (320) -100.0% Sub Total Expenditures $ 172,244 $ 320 $ 320 $ 9,562 $ - $ (320) -100.0% Other Uses/(Sources) Transfer to Other Funds - Coulter Airport$ - $ 40,000 $ 40,000 $ 40,000 $ - (40,000) -100.0% Sub Total Other Uses/(Sources) $ - $ 40,000 $ 40,000 $ 40,000 $ - $ (40,000) -100.0% Total Expenditures $ 172,244 $ 40,320 $ 40,320 $ 49,562 $ - $ (40,320) -100.0%
Net Increase/(Decrease)$ (170,661) $ (39,820) $ (39,820) $ (48,476) $ - $ 39,820 -100.0%
Beginning Fund Balance 342,713 124,365 172,052 172,052 123,576 (789) -0.6%
Ending Fund Balance$ 172,052 $ 84,545 $ 132,232 $ 123,576 $ 123,576 $ 39,031 46.2% Court Technology Fund Summary of Revenues and Expenditures FY2011
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Technology Fee$ 44,446 $ 45,600 $ 45,600 $ 45,600 $ 45,600 $ - 0.0% Interest Income 3,398 4,000 4,000 3,200 3,500 (500) -12.5% Total Revenues$ 47,844 $ 49,600 $ 49,600 $ 48,800 $ 49,100 $ (500) -1.0%
Expenditures: Supplies$ - $ 1,000 $ 1,000 $ 13,447 $ 420 $ (580) -58.0% Maintenance - 14,600 49,600 45,117 1,000 (13,600) -93.2% Administrative Reimbursement - 240 240 240 - (240) -100.0% Capital Outlay 17,456 35,000 87,022 77,453 53,500 18,500 52.9% Total Expenditures$ 17,456 $ 50,840 $ 137,862 $ 136,257 $ 54,920 $ 4,080 8.0%
Net Increase/(Decrease)$ 30,388 $ (1,240) $ (88,262) $ (87,457) $ (5,820) $ 22,580 -1821.0%
Beginning Fund Balance 334,962 350,262 365,350 365,350 277,893 (72,369) -20.7%
Ending Fund Balance$ 365,350 $ 349,022 $ 277,088 $ 277,893 $ 272,073 $ (76,949) -22.0% Street Improvement Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Fees $ 5,187,432 $ 4,861,408 $ 4,861,408 $ 4,861,408 $ 5,200,000 $ 338,592 7.0% Other 65,339 45,000 45,000 46,963 45,000 - 0.0% Interest Income 56,273 50,000 50,000 55,000 60,000 10,000 20.0% Paving Assessment Receipts 3,626 4,200 4,200 3,600 4,000 (200) -4.8% Paving Assessment Interest 14,018 4,500 4,500 3,800 2,000 (2,500) -55.6% Total Revenues$ 5,326,688 $ 4,965,108 $ 4,965,108 $ 4,970,771 $ 5,311,000 $ 345,892 7.0%
Expenditures: Street Maintenance$ 3,813,243 $ 4,700,554 $ 7,618,914 $ 6,355,074 $ 8,275,000 $ 3,574,446 76.0% Mtnce & Services - - - 5,159 5,000 5,000 N/A Misc/Admin Reimb 37,920 - - 536 174,450 174,450 N/A Transfers 302,895 239,650 239,650 1,130,692 254,866 15,216 6.3% Utility Admin. Reimbursement 24,680 24,904 24,904 24,904 173,668 148,764 597.3% Total Expenditures$ 4,178,738 $ 4,965,108 $ 7,883,468 $ 7,516,365 $ 8,882,984 $ 3,917,876 78.9%
Net Increase/(Decrease)$ 1,147,950 $ - $ (2,918,360) $ (2,545,594) $ (3,571,984) $ (3,571,984) N/A
Beginning Fund Balance 5,355,097 5,637,618 6,503,047 6,503,047 3,957,453 0.0%
Ending Fund Balance$ 6,503,047 $ 5,637,618 $ 3,584,687 $ 3,957,453 $ 385,469 $ (3,571,984) -63.4% Drainage Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Fees $ 842,822 $ 1,215,374 $ 1,215,374 $ 950,000 $ 860,000 $ (355,374) -29.2% Other 16,335 4,200 4,200 13,000 5,000 800 19.0% Interest Income 17,030 20,000 20,000 12,500 10,000 (10,000) -50.0% Total Revenues$ 876,188 $ 1,239,574 $ 1,239,574 $ 975,500 $ 875,000 $ (364,574) -29.4%
Expenditures: Street System Mainenance$ 135,133 $ - $ - $ 23 $ - $ - N/A Contr Engineer/Planning 456,258 350,000 562,992 350,000 150,000 (200,000) -57.1% Alloc Costs from City Dept - - - - 59,500 59,500 N/A Filing Fees-County Clerk 84 - - - - - N/A Land 103,275 - - 20,381 - - N/A Storm System 758,550 864,670 1,410,987 1,353,590 1,157,425 292,755 33.9% Utility Admin Reimbursement 24,680 24,904 24,904 24,904 50,000 25,096 100.8% Total Expenditures$ 1,477,980 $ 1,239,574 $ 1,998,883 $ 1,748,898 $ 1,416,925 $ 177,351 14.3%
Revenue over/(under) expenditures$ (601,792) $ - $ (759,309) $ (773,398) $ (541,925) $ (541,925) N/A
Beginning Fund Balance 1,937,204 2,284,659 1,335,412 1,335,412 562,014 541,925 23.7%
Ending Fund Balance$ 1,335,412 $ 2,284,659 $ 576,103 $ 562,014 $ 20,089 $ - 0.0% Tax Increment Finance Zone #8 - Park Hudson Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Property tax - BISD & Cnty$ 790,116 $ - $ - $ 423,855 $ 187,025 $ 187,025 N/A Property tax - City 702,742 - - 697,730 980,404 980,404 N/A Delinquent Property Taxes - 281,224 281,224 281,224 - (281,224) -100.0% Gain on Sale of Asset 60,714 - - - - - N/A Interest Income 23,233 27,400 27,400 28,700 42,200 14,800 54.0% Total Revenues$ 1,576,805 $ 308,624 $ 308,624 $ 1,431,509 $ 1,209,629 $ 901,005 291.9%
Expenditures: Planning and Construction Exp$ 299,275 $ - $ 4,897 $ 46,460 $ - $ - N/A Pub of Legal Notices - - - 107 - - N/A Alloc Costs from City Dept's 104,250 11,959 11,959 11,959 - (11,959) -100.0% Contractual Services 1,850 340,000 700,000 700,000 340,000 - 0.0% Contingent Expenditures (159) - - - - - N/A Land 305,030 - - - - - N/A Transfer to City Debt Service 222,926 1,030,584 1,030,584 280,584 285,066 (745,518) -72.3% Total Expenditures$ 933,172 $ 1,382,543 $ 1,747,440 $ 1,039,110 $ 625,066 $ (757,477) -54.8%
Net Increase/(Decrease)$ 643,633 $ (1,073,919) $ (1,438,816) $ 392,399 $ 584,563 $ 1,658,482 -154.4%
Beginning Fund Balance 2,216,458 2,800,631 2,860,091 2,860,091 3,252,490 451,859 16.1%
Ending Fund Balance$ 2,860,091 $ 1,726,712 $ 1,421,275 $ 3,252,490 $ 3,837,053 $ 2,110,341 122.2% Tax Increment Investment Zone #10 - Traditions Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Property tax - City$ 540,792 $ 582,784 $ 582,784 $ 582,784 $ 617,010 $ 34,226 5.9% Property tax - County 328,323 364,265 364,265 364,265 475,908 111,643 30.6% Transfer from other funds - - - 172,204 140,000 140,000 N/A Interest Income 9,590 35,604 35,604 16,327 587 (35,017) -98.4% Total Revenues$ 878,705 $ 982,653 $ 982,653 $ 1,135,580 $ 1,233,505 $ 250,852 25.5%
Expenditures: Transfer to Debt Service Fund$ 1,522,155 $ 1,391,527 $ 1,391,527 $ 1,391,527 $ 1,390,171 (1,356) -0.1% Construction Expense 477,328 - - - - Contractual & Professional Services 200,754 - 43,500 49,493 25,000 25,000 N/A Administrative Reimb. to General Fund 75,000 - - - - - N/A Total Expenditures$ 2,275,237 $ 1,391,527 $ 1,435,027 $ 1,441,020 $ 1,415,171 $ 23,644 1.7%
Net Increase/(Decrease)$ (1,396,533) $ (408,874) $ (452,374) $ (305,440) $ (181,666) $ 227,208 -55.6%
Beginning Fund Balance 1,940,777 566,815 544,244 544,244 238,804 (328,011) -57.9%
Ending Fund Balance$ 544,244 $ 157,941 $ 91,870 $ 238,804 $ 57,138 $ (100,803) -63.8% Tax Increment Investment Zone #19 - Nash Street Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Property tax - City $ 80,859 $ 86,236 $ 86,236 $ 86,236 $ 97,411 $ 11,175 13.0% Property tax - County 38,408 42,703 42,703 $ 42,703 $ 45,479 2,776 6.5% Interest Income 367 130 130 130 271 141 108.5% Total Revenues$ 119,634 $ 129,069 $ 129,069 $ 129,069 $ 143,161 $ 14,092 10.9%
Expenditures: Landscaping/Walking Trails 175 - - 98 - - N/A Transfer to Debt Service Fund 142,304 129,069 129,069 129,069 160,851 31,782 24.6% Transfer from Other Funds (40,958) - - - - - N/A Total Expenditures$ 101,521 $ 129,069 $ 129,069 $ 129,167 $ 160,851 $ 31,782 24.6%
Net Increase/(Decrease 18,113 - - (98) (17,690) (17,690) N/A
Beginning Fund Balance - 7,770 18,113 18,113 18,015 10,245 131.9%
Ending Fund Balance $ 18,113 $ 7,770 $ 18,113 $ 18,015 $ 325 $ (7,445) -95.8% Tax Increment Investment Zone #21 Downtown Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Proposed (Decrease) (Decrease) Revenues: Property tax - City$ 63,383 $ 72,326 $ 72,326 $ 72,326 $ 74,691 $ 2,365 3.3% Interest/Other Income 468 76 76 225 252 176 231.6% Misc Revenues - - - 15,000 - - N/A Discounts Taken 564 - - - - - N/A Total Revenues$ 64,415 $ 72,402 $ 72,402 $ 87,551 $ 74,943 $ 2,541 3.5%
Expenditures: Contr Engineer / Planning$ 84,168 $ - $ 26,000 $ 7,500 $ - $ - N/A Land - - - 41,000 - - N/A Transfer to Other Funds - 72,402 72,402 - - (72,402) -100.0% Total Expenditures$ 84,168 $ 72,402 $ 98,402 $ 48,500 $ - $ (72,402) -100.0%
Net Increase/(Decrease)$ (19,753) $ - $ (26,000) $ 39,051 $ 74,943 $ 74,943 N/A
Beginning Fund Balance - 4,419 (19,753) (19,753) 19,298 14,879 336.7%
Ending Fund Balance $ (19,753) $ 4,419 $ (45,753) $ 19,298 $ 94,241 $ 89,822 2032.6% Tax Increment Investment Zone #22 - Lauth Development Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Property tax - City $ 173,203 $ 158,394 $ 158,394 $ 158,394 $ 143,716 $ (14,678) -9.3% Property tax - County 107,939 99,233 99,233 99,233 105,700 6,467 6.5% Transfer from Other Funds - 1,650,000 1,650,000 1,400,000 75,000 (1,575,000) 0.0% Misc Revenues ------0.0% Interest Income 232 3,242 3,242 3,242 1,693 (1,549) -47.8% Total Revenues$ 281,374 $ 1,910,869 $ 1,910,869 $ 1,660,869 $ 326,109 $ (1,584,760) -82.9%
Expenditures: Operating Expenditures Engineering 50,630 - 21,370 30,860 - - N/A Construction Expense - 1,500,000 1,500,000 1,250,000 (1,500,000) -100.0% Contractual Services 74,822 208,649 293,437 230,437 - (208,649) -100.0% Transfer to Debt Service 186,380 202,220 202,220 202,220 298,418 96,198 47.6% Transfer to Special Projects Fund - N/A Total Expenditures$ 311,832 $ 1,910,869 $ 2,017,027 $ 1,713,517 $ 298,418 $ (1,612,451) -84.4%
Net Increase/(Decrease $ (30,458) $ - $ (106,158) $ (52,648) $ 27,691 $ 27,691 N/A
Beginning Fund Balance 120,771 22,954 90,313 90,313 37,665 14,711 64.1%
Ending Fund Balance$ 90,313 $ 22,954 $ (15,845) $ 37,665 $ 65,356 $ 42,402 184.7% Grant Fund Summary of Revenues and Expenditures FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Revenues: Criminal Justice Grant $ - $ - $ - $ 53,876 $ - $ - N/A OJP-LLEBG, JAG Grants - - 330,199 286,227 - - N/A OJP - COPS Grant - - - - 241,371 241,371 N/A Recovery Act - ARRA Grant - - 16,699 181,455 - - N/A Interest - - - 15 - - N/A Total Revenues $ - $ - $ 346,898 $ 521,573 $ 241,371 $ 241,371 N/A
Expenditures: Police Salaries and Benefits - - 174,660 174,660 241,371 241,371 N/A Police Minor Equipmen - - 172,238 311,814 - - N/A Polcie Personal Safety Equipmen - - - 25,648 - - N/A Total Expenditures $ - $ - $ 346,898 $ 512,122 $ 241,371 $ 241,371 N/A
Net Increase/(Decrease) $ - $ - $ - $ 9,451 $ - $ - N/A
Beginning Fund Balance - - - - 9,451 9,451 N/A
Ending Fund Balance $ - $ - $ - $ 9,451 $ 9,451 $ 9,451 N/A
This page left blank intentionally. FY2012 DEBT SERVICE FUND OVERVIEW
FUND DESCRIPTION FISCAL YEAR 2012
The Debt Service Fund, also known as the Interest and The total proposed tax rate for FY2012 is $0.6364/$100 Sinking Fund, was established by ordinance. This fund assessed valuation. This total tax rate is well below the provides for the payment of principal and interest on City Charter limit of $1.50/$100 assessed valuation. Of general obligation debt. this total tax rate, $0.195821 is devoted to debt service. The debt rate will generate an estimated $6,731,449 in As one of the governmental funds, the modified accrual property tax revenue in the Debt Service Fund. This will basis is used as the basis of accounting in this fund. be sufficient to fund 66% of the total debt service Revenues are recognized in the accounting period in payments for FY2012. The remaining amount will be which they are both measurable and available. Revenues serviced through other sources of revenue which include are considered to be available when they are collected interest income of $35,000, delinquent property tax within the current period or soon enough thereafter to pay collection of $85,000. Budgeted reimbursements totaling liabilities of the current period. Expenditures in the $779,899 are for debt service requirements related to the governmental funds are recognized in the period in which BVSWMA, LaSalle, and Brazos County Expo Center. the liability is incurred, if measurable. However, debt Reimbursements from other funds of $2,548,171 are also service expenditures are recorded only when payment is included. due. The FY2012 principal and interest debt service payments FUND NARRATIVE of $10,966,965 include payments for all outstanding debt. Other expenditures include handling charges and fees An ad valorem (property) tax rate and tax levy are due on outstanding issues total $5,600. required to be computed and levied which will be sufficient to produce the funding to satisfy annual debt The anticipated year end fund balance for the Debt service requirements. Service Fund will be $1,785,302. This fund balance is above the targeted one-month reserve of $848,053. The Debt Service Fund services tax supported debt that includes both General Obligation Bonds and Certificates of Obligation. These types of debt fund public projects such as streets, parks and facilities and other improvements.
Tax supported debt of the City is rated as to quality by Moody’s Investor Service and Standard and Poor’s. These ratings are measures of the ability of the City to pay the principal and interest on debt. For general obligation debt, Moody’s has rated the City’s debt Aa2 and Standard and Poor’s has conferred the AA rating. Both ratings carry a “stable” outlook.
General Debt Service Fund Summary of Revenues and Expenditures Fiscal Year 2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted Decrease (Decrease) Revenue: Property Tax$ 5,765,294 $ 6,920,194 $ 6,920,194 $ 6,920,155 $ 6,731,449 $ (188,745) -2.7% Delinquent Property Tax 87,677 85,000 85,000 97,906 85,000 - 0.0% Interest Income 78,080 50,000 50,000 37,500 35,000 (15,000) -30.0% Reimb (BVSWMA, LaSalle, Expo) - - - - 779,899 779,899 N/A Interest on Notes Receivable 6,364 - - 5,005 - - N/A Premium on Issued Debt 250,488 - - - - N/A Total Revenues$ 6,187,903 $ 7,055,194 $ 7,055,194 $ 7,060,566 $ 7,631,348 $ 576,154 8.2% Expenditures: Principal - Existing Issues 4,422,656 6,270,000 6,270,000 5,520,000 5,855,743 (414,257) -6.6% Interest - Existing Issues 4,307,056 4,691,095 4,691,095 4,691,095 4,315,297 (375,798) -8.0% Other uses of Debt 141,723 5,600 5,600 5,600 5,600 5,600 100.0% Total Expenditures$ 8,871,435 $ 10,966,695 $ 10,966,695 $ 10,216,695 $ 10,176,640 $ (784,455) -7.2% Excess of expenditures over (under revenues) (2,683,532) (3,911,501) (3,911,501) (3,156,129) (2,545,292) 1,360,609
Other Sources: TIRZ #8 - Park Hudson 222,926 1,030,584 1,030,584 1,030,584 285,065 (745,519) -72.3% TIRZ #10 - Traditions 1,522,155 1,391,527 1,391,527 1,391,527 1,390,171 (1,356) -0.1% TIRZ #19- Nash Street 142,304 129,069 129,069 129,069 160,851 31,782 24.6% TIRZ #21 - Downtown - 72,326 72,326 72,326 - (72,326) -100.0% TIRZ #22- Lauth 186,380 202,220 202,220 202,220 298,418 96,198 47.6% Transportation Fee 251,915 239,650 239,650 239,650 254,866 15,216 6.3% Municipal Golf Course 153,725 153,542 153,542 153,542 158,800 5,258 3.4% Expo Water Lines 250,530 254,405 254,405 254,405 - (254,405) -100.0% BVSWMA - 402,446 402,446 402,446 - (402,446) -100.0% La Salle - 126,811 126,811 126,811 - (126,811) -100.0% Closing Justice Center Project 304,389 - - - - - N/A Total Other Sources$ 3,034,324 $ 4,002,580 $ 4,002,580 $ 4,002,580 $ 2,548,171 $ (1,454,409) -36.3% Net Expenditures$ 5,837,111 $ 6,964,115 $ 6,964,115 $ 6,214,115 $ 7,628,469 $ 669,954 9.6%
Revenues/ Other over (under) expenditures 350,792 91,079 91,079 846,451 2,879 (93,800) -103.0%
Beginning Fund Balance 1,053,059 1,112,970 1,403,851 1,403,851 1,785,302 672,332 60.4% Record Notes Receivable for LaSalle - - - (465,000) - Ending Unreserved Fund Balance$ 1,403,851 $ 1,204,049 $ 1,494,930 $ 1,785,302 $ 1,785,302 $ 578,532 48.0% Reserve Requirement : (1/12 of total expenditures) 739,286 913,891 913,891 851,391 848,053 Over/Under Policy Balance$ 664,565 $ 290,158 $ 581,039 $ 933,911 $ 937,249 Debt Service Fund Debt Service Requirements FY2012
FY2010 FY2011 FY2011 FY2011 FY2012 Increase/ % Increase/ Actual Adopted Amended Projected Adopted (Decrease) (Decrease) Principal: 1998 Certificates of Obligation$ 45,000 $ - $ - $ - $ - $ - N/A 2000A Certificates of Obligation 555,000 - - - - - N/A 2000 Certificates of Obligation 75,000 - - - - - N/A 2001 Certificates of Obligation 75,000 75,000 75,000 75,000 85,000 10,000 13.3% 2001 Certificates of Obligation 720,000 755,000 755,000 755,000 - (755,000) -100.0% 2003 Certificates of Obligation 385,000 405,000 405,000 405,000 425,000 20,000 4.9% 2004 Certificates of Obligation 650,000 675,000 675,000 675,000 700,000 25,000 3.7% 2005 Certificates of Obligation 525,000 655,000 655,000 655,000 685,000 30,000 4.6% 2005 General Obligation Refunding Bonds 490,000 1,175,000 1,175,000 1,175,000 1,220,000 45,000 3.8% 2007 Certificates of Obligation 45,000 95,000 95,000 95,000 390,000 295,000 310.5% 2008 Certificates of Obligation 360,000 375,000 375,000 375,000 395,000 20,000 5.3% 2009 Certificates of Obligation 365,000 405,000 405,000 405,000 425,000 20,000 4.9% 2010 Certificates of Obligation - 755,000 755,000 755,000 600,000 (155,000) -20.5% 2010 General Obligation Refunding Bonds 180,000 150,000 150,000 150,000 935,000 785,000 523.3% Total Principal$ 4,470,000 $ 6,270,000 $ 6,270,000 $ 5,520,000 $ 5,860,000 $ (410,000) -6.5%
Interest: 1998 Certificates of Obligation$ 23,854 $ - $ - $ - $ - $ - N/A 2000A Certificates of Obligation 39,637 - - - - - N/A 2000 Certificates of Obligation 3,750 - - - - - N/A 2001 Certificates of Obligation 57,969 54,594 54,594 54,594 51,219 (3,375) -6.2% 2001 Certificates of Obligation 530,028 32,088 32,088 32,088 - (32,088) -100.0% 2003 Certificates of Obligation 354,090 338,690 338,690 338,690 322,490 (16,200) -4.8% 2004 Certificates of Obligation 530,708 507,958 507,958 507,958 482,645 (25,313) -5.0% 2005 Certificates of Obligation 647,578 626,578 626,578 626,578 600,378 (26,200) -4.2% 2005 General Obligation Refunding Bonds 896,325 876,725 876,725 876,725 829,725 (47,000) -5.4% 2007 Certificates of Obligation 454,375 452,575 452,575 452,575 448,775 (3,800) -0.8% 2008 Certificates of Obligation 466,821 448,821 448,821 448,821 430,071 (18,750) -4.2% 2009 Certificates of Obligation 396,437 328,810 328,810 328,810 316,660 (12,150) -3.7% 2010 Certificates of Obligation - 691,309 691,309 691,309 503,382 (187,927) -27.2% 2010 General Obligation Refunding Bonds 112,183 332,950 332,950 332,950 329,950 (3,000) -0.9% Total Interest$ 4,513,755 $ 4,691,097 $ 4,691,097 $ 4,691,097 $ 4,315,292 $ (172,726) -3.7%
Paying Agent Fee$ 9,661 $ 5,600 $ 5,600 $ 230,464 $ 5,600 $ - 0.0%
Debt Service Fund Total Expenditures $ 8,993,416 $ 10,966,697 $ 10,966,697 $ 10,441,561 $ 10,180,892 $ (548,529) -5.0% Schedule of Outstanding General Obligation Debt Supported by Property Tax Revenues and Debt Service Requirements FY2012
Amount Debt Service Requirements Interest Series Amount Outstanding for FY2012 IssueRates (%) Matures Issued 10/1/2011 Principal Interest Total
General Obligation Bonds: Refunding, Series 2005 4.00 - 5.00 2025 20,195,000 17,375,000 1,220,000 829,725 2,049,725 Refunding, Series 2010 2.00 - 4.00 2021 10,635,000 10,305,000 935,000 329,950 1,264,950 Total General Obligation Bonds Supported by Property Tax Revenues$ 30,830,000 $ 27,680,000 $ 2,155,000 $ 1,159,675 $ 3,314,675
Certificates of Obligation: Combination Tax & Surplus Utility System Revenue, Series 2001 4.35 - 6.50 2021 1,600,000 1,040,000 85,000 51,219 136,219 Combination Tax & Surplus Waterworks & Sewer System Revenue, Series 2001A 4.10 - 6.00 2021 15,940,000 - - - - Combination Tax & Surplus Utility System Revenue, Series 2003 4.00 - 4.60 2024 10,000,000 7,545,000 425,000 322,490 747,490 Combination Tax & Surplus Utility System Revenue, Series 2004 2.50 - 4.75 2025 14,730,000 10,985,000 700,000 482,645 1,182,645 Combination Tax & Revenue Series 2005 4.00 - 4.63 2026 15,295,000 13,860,000 685,000 600,378 1,285,378 Combination Tax & Surplus Utility System Revenue, Series 2007 4.00 - 4.21 2026 12,000,000 11,000,000 390,000 448,775 838,775 Combination Tax & Surplus Utility System Revenue, Series 2008 4.00 5.00 2028 11,090,000 9,590,000 395,000 430,071 825,071 Combination Tax & Surplus Utility System Revenue, Series 2009 4.00 5.00 2030 8,730,000 7,960,000 425,000 316,660 741,660 Combination Tax & Surplus Utility System Revenue, Series 2010 2.00 4.38 2030 13,790,000 13,035,000 600,000 503,382 1,103,382
Total Certificates of Obligation Supported by Property Tax Revenues$ 103,175,000 $ 75,015,000 $ 3,705,000 $ 3,155,619 $ 6,860,619 Total General Obligation Debt Supported by Property Tax Revenues$ 134,005,000 $ 102,695,000 $ 5,860,000 $ 4,315,294 $ 10,175,294 CAPITAL IMPROVEMENTS
FUND OVERVIEW availability. Reduction of Inflow and Infiltration (I/I) is the Total capital spending planned by the City of Bryan in primary focus of the planned wastewater projects. FY2012 is $150,733,531 (including BTU). This includes Reduction of I/I will increase plant capacity by lessening $247,000 in General Fund operating capital outlay, the amount of storm water being processed by the $59,769,328 for BTU operating capital expenditures, wastewater treatment plants. $8,982,524 in Enterprise Funds operating capital outlay, $27,000 in Internal Service Fund operating capital outlay, OPERATING CAPITAL OUTLAY $53,500 in Court Technology Fund capital outlay, $40,215,129 in BTU Capital Improvement Projects and The City of Bryan has appropriated $78,511,777 in $7,476,625 in the City of Bryan Capital Improvement FY2012 for operating capital outlay, including BTU. In Project funding, $9,434,625 in the Streets and Drainage general, capital expenditures are defined as those items Funds, and $24,530,000 in Water and Wastewater with a unit cost in excess of $5,000. An entire listing of Capital Improvement Funds. criteria is included in the Capitalization Policy included in the Appendix. The estimated impact upon the operating This year’s program focuses on the City’s new budget in subsequent years will be immaterial. A wastewater treatment plant being built at Thompson summary of operating capital outlay by department and Creek. The Capital Improvement Program (CIP) budget is fund can be found in this section of the budget book. divided into three major capital programs including $7,476,625 for general purpose capital improvements, GENERAL PURPOSE CAPITAL IMPROVEMENTS $24,530,000 for enterprise capital projects, and $40,215,129 combined for Bryan Texas Utilities City/QSE The City approved a new 5 Year CIP plan in FY2008. and Rural divisions. Limited operating capital outlay and The CIP was revised based upon the goals established in capital improvement project information for the Bryan the comprehensive plan. The CIP included in this budget Texas Utilities City/QSE and Rural divisions is not document reflects general purpose projects identified in included in this budget book. years past, which will be completed over the next fiscal year. The City of Bryan maintains a capital improvement program separate from the operating budget, but the two The bulk of the General Government CIP appropriations are closely linked. The Capital Improvement Program for FY2012 ($3,000,000 of $7,476,625) is for the Health (CIP) is a multi-year financial plan for the acquisition, Science Center Parkway extension. Funding for the expansion or rehabilitation of infrastructure, capital project comes from Certificate of Obligation proceeds. assets, or productive capacity of city services. Capital The following pages of this section include detailed projects typically apply to: (1) expenditures which take project information for the general purpose capital place over two or more years requiring continuing improvements for FY2012 and the next four years. appropriations beyond a single year, funding with debt proceeds because of significant costs to be shared by ENTERPRISE FUND CAPITAL IMPROVEMENTS current and future beneficiaries and scheduled replacement of specific elements of physical assets. FY2012 Water Department capital improvement projects are estimated at $4,430,000 and Wastewater Department The CIP Budget is a five-year plan that is updated capital improvement projects are estimated at continuously. These projects are selected and the $20,100,000. budgets established in the debt issuance process. Those projects funded from the operating budget are approved The primary focus in the Water Department for FY2012 as a part of the annual budget process. will be approximately $3,000,000 for the 1 mg storage tank construction; $600,000 for Next Generation OPERATIONAL IMPACT OF CAPITAL OUTLAY waterline; $430,000 for the College Main Waterline; and $400,000 for Villa Maria/FM2818 waterline. The Improvements to streets, drainage and signalization remaining funds are allocated for planned Water included in the CIP allow the Streets & Drainage Department projects that will address pump and well department to devote resources to ongoing system improvements, as well as the replacement or relocation of maintenance. The preventative maintenance such as numerous old lines that have deteriorated or are too small crack sealing, pothole repair, patching, and base failure to support the flows required for fire suppression. repairs helps prolong the life of streets. Other projects included in the operating budget are concrete street One primary area of focus of the FY2012 Wastewater repairs, curb, gutter, and sidewalk replacements. Department System Improvement Program is the Thompson Creek WWTP at $13,000,000, and $3,600,000 The majority of the capital projects in the Water and for the Still Creek Trunk Line. The remaining will be spent Wastewater Funds are transmission and collection on manhole rehabilitation, resizing or replacement of system replacements or new service extensions and do existing wastewater collection lines, and the installation of not have a known impact on operational costs. The new lines to accommodate growth represent the balance scheduled water system improvements will increase water of the planned Wastewater improvements.
This page left blank intentionally. Summary of Operating Capital Outlay FY2012
General Purpose General Fund IT: Office Machines and Equipment 80,000 Library: Books and media 167,000 General Fund Total $ 247,000
Enterprise Funds Water Fund Repairs to water system 2,000,000 Decision Packages: small equipment; computers 18,800 Water Total $ 2,018,800 Wastewater Fund Repairs to wastewater system 5,000,000 Decision Packages: Gator; computers 9,100 Wastewater System Total $ 5,009,100 BTU - City/QSE Transmission & Distribution Projects 43,033,560 Other Projects 11,596,941 BTU - City $ 54,630,501 BTU - Rural Distribution Projects 2,944,444 Other Projects 2,194,383 BTU - Rural Total $ 5,138,827 Solid Waste Refuse Containers 57,410 Decision Packages 919,902 Solid Waste Total 977,312 $ 1,954,624
Enterprise Fund Total$ 68,751,852
Internal Service Fund Warehouse Fork Lift 27,000 Self Insurance Total $ 27,000
Internal Service Fund Total$ 27,000
Special Revenue Funds Court Technology Payment Kiosk; License Plate Reader 53,500 Court Technology Total $ 53,500 Street Improvement Street System Maintenance 8,275,000 Street Improvement Total $ 8,275,000 Drainage Improvement Storm System Drainage Improvements 1,157,425 Drainage Improvement Total $ 1,157,425
Special Revenue Fund Total$ 9,485,925
All Funds Total Operating Capital Outlay $ 78,511,777 General Government Capital Improvement Projects FY2012 through FY2016
New Projects Actual Adopted Projected Adopted FY2010 FY2011 FY2011 FY2012 CO/GO Beginning Funds Balance: $ 14,598,272 $ 13,669,802 $ 13,346,109 $ 6,278,073 Additional Resources: General Obligation Debt Issuances$ 13,867,859 4,500,000 - 3,400,000 Investment Earnings 159,366 100,000 105,000 40,807 Subtotal Additional Resources $ 14,027,225 $ 4,600,000 $ 105,000 $ 3,440,807 Total Resources Available$ 28,625,497 $ 18,269,802 $ 13,451,109 $ 9,718,880
Debt Issuance Cost (expense)$ (42,423) $ (80,000) $ - $ (42,500) Transfers Out (346,288) BVSWMA/LaSalle (5,690,000) Expenditure Differences (32,148) Total Construction In Progress from below (9,168,529) (4,493,500) (7,173,036) (7,476,625)
CO/GO Ending Funds Balance$ 13,346,109 $ 13,696,302 $ 6,278,073 $ 2,199,755
Construction In Progress 26th & WJB Downtown Alley 2,645 $ 954 Austin Colony Soundwall 19,602 7,048 TIRZ 10 Reimbursement 180,000 TIRZ 22 (Harrison Construction) 1,300,000 Bryan/Beck 1,400,875 1,228,546 40,000 FM1179 TxDot AFA 500,000 HSC Parkway Extension 3,000,000 Old Reliance (15,078) 450 Melrose Pkwy Extension 352,034 Hwy 47 Bridge 1,050,000 Thornberry Dr Improvements 1,095,480 1,125,988 College Main Complete Reconstruction 289,807 96,600 Wellborn - FB - Old College 25,500 16,500 Highland Hills 51,086 1,156,139 FM1179 Country Club Dr/Oak Ridge 2,968 20,773 26th St (Parker to Congress) 35,594 West 28th St Reconstruction (Palasota to Congress) 2,881,000 MLK 852,029 368,761 Downtown Ph 3 & 4 3,997,249 1,885,396 Park Harrison Soft Costs 84,788 Fire Station Land Acquisition $ 800,000 Raider Dr 68,500 24,450 Muckleroy Extension 155,207 ROW Waco Street 5,888 WalMart Road 33,750 MSC Yard Payment Rehab 161,425 Relocation of Fire Station 2 300,000 1,477 Dominion Oaks Development 300,000 W 28th Street 312,061 291,999 Old Hearne Rd 526,000 Safe Routes to School sidewalks 186,178 62,500 74,892 80,625 Old Reliance Rd Landscaping 149,933 Oversize Participation 900,000 1,322 Tx Ave-City Limits to Tejas Center-sidewalks 180,642 146,258 Traffic signals Signal design 59,500 Freedom Blvd signal 1,750 Groesbeck RR Crossing 150,000 Villa Maria/FM2818 Grade Seperation 200,000 84,600
Total CIP Expenditures$ 9,168,529 $ 4,493,500 $ 7,173,036 $ 7,476,625 General Government Capital Improvement Projects FY2012 through FY2016
Projected Projected Projected Projected FY2013 FY2014 FY2015 FY2016 CO/GO Beginning Funds Balance: $ 2,199,755 $ 2,214,054 $ 1,814,445 $ 1,826,239 Additional Resources: General Obligation Debt Issuances 4,000,000 4,000,000 Investment Earnings 14,298 14,391 11,794 11,871 Subtotal Additional Resources $ 14,298 $ 4,014,391 $ 11,794 $ 4,011,871 Total Resources Available $ 2,214,054 $ 6,228,445 $ 1,826,239 $ 5,838,110
Debt Issuance Cost (expense) $ - $ (50,000) $ - $ (50,000) Transfers Out BVSWMA/LaSalle Expenditure Differences Total Construction In Progress from below (4,364,000) (4,200,000)
CO/GO Ending Funds Balance $ 2,214,054 $ 1,814,445 $ 1,826,239 $ 1,588,110
Construction In Progress 26th & WJB Downtown Alley Austin Colony Soundwall TIRZ 10 Reimbursement TIRZ 22 (Harrison Construction) Bryan/Beck FM1179 TxDot AFA HSC Parkway Extension Old Reliance Melrose Pkwy Extension Hwy 47 Bridge Thornberry Dr Improvements College Main Complete Reconstruction Wellborn - FB - Old College Highland Hills FM1179 Country Club Dr/Oak Ridge 26th St (Parker to Congress) West 28th St Reconstruction (Palasota to Congress) 2,800,000 MLK Downtown Ph 3 & 4 Park Harrison Soft Costs Fire Station Land Acquisition Raider Dr Muckleroy Extension ROW Waco Street WalMart Road 350,000 MSC Yard Payment Rehab Relocation of Fire Station 2 3,000,000 Dominion Oaks Development W 28th Street Old Hearne Rd 1,000,000 1,200,000 Safe Routes to School sidewalks Old Reliance Rd Landscaping Oversize Participation Tx Ave-City Limits to Tejas Center-sidewalks Traffic signals Signal design Freedom Blvd signal 214,000 Groesbeck RR Crossing Villa Maria/FM2818 Grade Seperation
Total CIP Expenditures $ - $ 4,364,000 $ - $ 4,200,000 Water Capital Improvement Projects FY2012 through FY2016 New Projects Actual Adopted Projected Adopted FY2010 FY2011 FY2011 FY2012
Beginning Revenue Bond Fund Balances: $ 15,329,618 $ 13,851,805 $ 4,348,291 $ 5,193,307 Additional Resources: Revenue Bonds - 3,000,000 5,013,751 4,000,000 Investment Earnings 18,660 50,000 35,000 33,756 Subtotal Additional Resources $ 18,660 $ 3,050,000 $ 5,048,751 $ 4,033,756 Total Resources Available$ 15,348,278 $ 16,901,805 $ 9,397,041 $ 9,227,063
Statement of Capital Expenditures Debt Issuance Cost$ - $ (67,000) $ (63,793) $ (50,000) FY11 GO Refunding Issuance Cost (110,699) Projects taken to Capital fund 562 (169,897) Projects taken to Capital fund 565 (1,070,241) Projects taken to Capital fund 567 (1,878,899) Projects taken to Capital fund 569 (7,609,823) Projects taken to Capital fund 571 - Total Construction in Progress from below (3,000,000) (4,029,243) (4,430,000) Operating expenses (271,127) Ending Fund Balance$ 4,348,291 $ 13,834,805 $ 5,193,307 $ 4,747,063
Construction In Progress Parker Phase 1 45,000 Bennett St Waterline 83,901 Cooling Tower Replacement Distribution Lines Brushy/CNN's 376,389 Henderson Park Waterline 252,707 2,807 Bryan Beck Street Reconstruction 445,239 ElElaineaine DrDr WaterlineWaterline 938, 184 529, 932 Tabor Ground Storage Design 229,845 2,400,000 Edgemore Waterline 1,500 West 28th St Waterline 550,000 Villa Maria / FM 2818 500,000 400,000 Parker St North (24th to MLK) Phase 2 200,000 SH 47 12" waterline (Leonard to SH21) 750,000 Downtown Ph 3 & 4 299,700 17,752 1 mg Storage Tank 3,000,000 CIP Lines/Streets 46,194 Well 19 Collection Line 56,600 833,657 Elevated Storage-East Side-property 250,000 Hwy 21 West 12" 750,000 Next Generation Park 600,000 College Main (complete reconstruction) 70,000 430,000 Future capital projects Total CIP Expenditures$ 2,600,165 $ 3,000,000 $ 4,029,243 $ 4,430,000 Water Capital Improvement Projects FY2012 through FY2016 Projected Projected Projected Projected FY2013 FY2014 FY2015 FY2016
Beginning Revenue Bond Fund Balances: $ 4,747,063 $ 3,977,919 $ 3,953,776 $ 3,954,475 Additional Resources: Revenue Bonds - 4,000,000 2,000,000 3,000,000 Investment Earnings 30,856 25,856 25,700 25,704 Subtotal Additional Resources $ 30,856 $ 4,025,856 $ 2,025,700 $ 3,025,704 Total Resources Available $ 4,777,919 $ 8,003,776 $ 5,979,475 $ 6,980,179
Statement of Capital Expenditures Debt Issuance Cost $ - $ (50,000) $ (25,000) $ (37,500) FY11 GO Refunding Issuance Cost Projects taken to Capital fund 562 Projects taken to Capital fund 565 Projects taken to Capital fund 567 Projects taken to Capital fund 569 Projects taken to Capital fund 571 Total Construction in Progress from below (800,000) (4,000,000) (2,000,000) (3,000,000) Operating expenses Ending Fund Balance $ 3,977,919 $ 3,953,776 $ 3,954,475 $ 3,942,679
Construction In Progress Parker Phase 1 Bennett St Waterline Cooling Tower Replacement 300,000 1,500,000 Distribution Lines 500,000 1,000,000 Brushy/CNN's Henderson Park Waterline Bryan Beck Street Reconstruction ElElaineaine DrDr WaterlineWaterline Tabor Ground Storage Design Edgemore Waterline West 28th St Waterline Villa Maria / FM 2818 Parker St North (24th to MLK) Phase 2 SH 47 12" waterline (Leonard to SH21) Downtown Ph 3 & 4 1 mg Storage Tank CIP Lines/Streets 1,500,000 Well 19 Collection Line Elevated Storage-East Side-property Hwy 21 West 12" Next Generation Park College Main (complete reconstruction) Future capital projects 2,000,000 3,000,000 Total CIP Expenditures $ 800,000 $ 4,000,000 $ 2,000,000 $ 3,000,000 Wastewater Capital Improvement Projects FY2012 through FY2016
New Projects Actual Adopted Projected Adopted FY2010 FY2011 FY2011 FY2012
BeginningRevenue Bond Fund Balances $ 7,049,545 $ 7,841,244 $ 5,288,335 $ 16,236,280 Additional Resources: Revenue Bonds - 2,000,000 15,400,008 4,000,000 Investment Earnings 12,807 35,000 15,000 105,536 Subtotal Additional Resources $ 12,807 $ 2,035,000 $ 15,415,008 $ 4,105,536 Total Resources Available$ 7,062,352 $ 9,876,244 $ 20,703,343 $ 20,341,816
Miscellaneous Expenditures: Debt Issuance Cost$ - $ (125,000) $ (192,500) $ (50,000) FY11 GO Refunding Issuance Cost (119,278) Projects taken to Capital fund 561 (9,800) Projects taken to Capital fund 566 (1,565,547) Projects taken to Capital fund 568 (89,480) Projects taken to Capital fund 570 (81,217) Total Construction in Progress from below (6,175,000) (4,155,285) (20,100,000) Operating expenses (27,973) Ending Fund Balance$ 5,288,335 $ 3,576,244 $ 16,236,280 $ 191,816 # #
Production, Distribution & Rehab Projects: Commerce St Sewer 752,421 74,351 Henderson Park Sewer 238,338 33,583 Bryan Beck Street Reconstruction 565,102 Parker St 200,000 WWTP Burton Creek 400,000 East SH 21 1,300,000 60,000 1,600,000 Still Creek Swr Trunk Line Ph 2 3,600,000 Hutchins Sewer Rehab 300,000 400,000 Downtown Phase III and IV 311,303 75,000 Wells Fargo Sewer Line 200,000 ForcemainForcemain ReplacementReplacement 225, 000 Next Generation Industrial Park 1,600,000 1,500,000 W 28th St; Reese WL Rehab (sewer portion) 350,000 Future capital projects Pipeburst Project 500,000 Thompson Creek Wastewater Treatment Plant 1,104,611 3,000,000 13,000,000 Manhole Rehab 400,000 Bennett St 112,351 WWTP SCADA 800,000 Stillcreek Phase III 450,000 - Hwy 30 Lift Stations/Package Plant 250,000 Total CIP Expenditures$ 2,971,774 $ 6,175,000 $ 4,155,285 $ 20,100,000 Wastewater Capital Improvement Projects FY2012 through FY2016
Projected Projected Projected Projected FY2013 FY2014 FY2015 FY2016
BeginningRevenue Bond Fund Balances $ 191,816 $ 193,062 $ 194,317 $ 170,580 Additional Resources: Revenue Bonds - - 2,000,000 4,000,000 Investment Earnings 1,247 1,255 1,263 1,109 Subtotal Additional Resources $ 1,247 $ 1,255 $ 2,001,263 $ 4,001,109 Total Resources Available $ 193,062 $ 194,317 $ 2,195,580 $ 4,171,689
Miscellaneous Expenditures: Debt Issuance Cost $ - $ - $ (25,000) $ (50,000) FY11 GO Refunding Issuance Cost Projects taken to Capital fund 561 Projects taken to Capital fund 566 Projects taken to Capital fund 568 Projects taken to Capital fund 570 Total Construction in Progress from below - - (2,000,000) (4,000,000) Operating expenses Ending Fund Balance $ 193,062 #$ 194,317 #$ 170,580 $ 121,689
Production, Distribution & Rehab Projects: Commerce St Sewer Henderson Park Sewer Bryan Beck Street Reconstruction Parker St WWTP Burton Creek East SH 21 Still Creek Swr Trunk Line Ph 2 Hutchins Sewer Rehab Downtown Phase III and IV Wells Fargo Sewer Line ForcemainForcemain ReplacementReplacement Next Generation Industrial Park W 28th St; Reese WL Rehab (sewer portion) Future capital projects 2,000,000 4,000,000 Pipeburst Project Thompson Creek Wastewater Treatment Plant Manhole Rehab Bennett St WWTP SCADA Stillcreek Phase III Hwy 30 Lift Stations/Package Plant Total CIP Expenditures $ - $ - $ 2,000,000 $ 4,000,000 BTU -City/QSE Capital Improvement Projects FY2011 through FY2015
Actual Adopted Projected Adopted FY2010 FY2011 FY2011 FY2012
Beginning Funds Balance: $ 3,728,656 $ 11,783,627 $ 19,629,585 $ 3,280,033
Additional Resources: Revenue Bond Debt Issuances 87,616,260 11,275,984 - 54,630,501 Investment Earnings Subtotal Additional Resources $ 87,616,260 $ 11,275,984 $ - $ 54,630,501 Total Resources Available$ 91,344,916 $ 23,059,611 $ 19,629,585 $ 57,910,534
Transmission, Distribution, Production and Other Projects: TMPA $ 63,831,634 Transmission Projects 6,063,144 8,426,919 13,883,364 20,014,786 Distribution Projects 967,761 2,466,188 2,466,188 3,464,575 Other - 3,850,340 - 11,596,941
Total CIP Expenditures$ 70,862,539 $ 14,743,447 $ 16,349,552 $ 35,076,302
Revenue Less Expenditures Subtotal $ 20,482,377 $ 8,316,164 $ 3,280,033 $ 22,834,232
Debt Issuance Cost 852,792 275,024 - 531,733
Ending Fund Balance$ 19,629,585 $ 8,041,140 $ 3,280,033 $ 22,302,499 BTU -City/QSE Capital Improvement Projects FY2011 through FY2015
Projected Projected Projected Projected FY2013 FY2014 FY2015 FY2016
Beginning Funds Balance: $ 22,302,499 $ 3,280,033 $ - $ 1
Additional Resources: Revenue Bond Debt Issuances - 2,488,070 13,945,582 5,243,502 Investment Earnings Subtotal Additional Resources $ - $ 2,488,070 $ 13,945,582 $ 5,243,502 Total Resources Available $ 22,302,499 $ 5,768,103 $ 13,945,582 $ 5,243,503
Transmission, Distribution, Production and Other Projects: TMPA Transmission Projects 17,090,783 3,731,864 10,047,754 2,903,621 Distribution Projects 1,931,683 1,895,554 3,557,691 2,211,992 Other -
Total CIP Expenditures $ 19,022,466 $ 5,627,418 $ 13,605,445 $ 5,115,613
Revenue Less Expenditures Subtotal $ 3,280,033 $ 140,685 $ 340,137 $ 127,890
Debt Issuance Cost - 140,685 340,136 127,890
Ending Fund Balance $ 3,280,033 $ - $ 1 $ - BTU -Rural Capital Improvement Projects FY2011 through FY2015
Actual Adopted Projected Adopted FY2010 FY2011 FY2011 FY2012
Beginning Funds Balance: 3,215,198 2,717,292 3,083,506 5,138,827
Additional Resources: Revenue Bond Debt Issuances 5,255,502 2,799,377 - Investment Earnings Subtotal Additional Resources $ - $ 5,255,502 $ 2,799,377 $ - Total Resources Available$ 3,215,198 $ 7,972,794 $ 5,882,883 $ 5,138,827
Transmission, Distribution, Production and Other Projects Distribution Projects 131,692 2,693,321 639,062 5,138,827
Total CIP Expenditures$ 131,692 $ 2,693,321 $ 639,062 $ 5,138,827
Revenue Less Expenditures Sub Total $ 3,083,506 $ 5,279,473 $ 5,243,821 $ -
Debt Issuance Cost 250,262 104,994 -
Ending Fund Balance$ 3,083,506 $ 5,029,211 $ 5,138,827 $ - BTU -Rural Capital Improvement Projects FY2011 through FY2015
Projected Projected Projected Projected FY2013 FY2014 FY2015 FY2016
Beginning Funds Balance: - 2,560,648 1,030,718 6,968,600
Additional Resources: Revenue Bond Debt Issuances 3,976,391 - 10,590,264 Investment Earnings Subtotal Additional Resources $ 3,976,391 $ - $ 10,590,264 $ - Total Resources Available $ 3,976,391 $ 2,560,648 $ 11,620,982 $ 6,968,600
Transmission, Distribution, Production and Other Projects Distribution Projects 1,226,391 1,529,930 4,122,869 3,615,383
Total CIP Expenditures $ 1,226,391 $ 1,529,930 $ 4,122,869 $ 3,615,383
Revenue Less Expenditures Sub Total $ 2,750,000 $ 1,030,718 $ 7,498,113 $ 3,353,217
Debt Issuance Cost 189,352 - 529,513
Ending Fund Balance $ 2,560,648 $ 1,030,718 $ 6,968,600 $ 3,353,217
This page left blank intentionally. ORDINANCE NO I l j l
AN ORDINANCE OF THE CITY OF BRYAN TEXAS APPROVING AND ADOPTING A BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1 2011 AND ENDING SEPTEMBER 30 2012 INCLUSIVE WITH EXPENDITURES IN THE COMBINED TOTAL AMOUNT OF 373726676 AND REVENUES IN THE COMBINED TOTAL AMOUNT OF 349035464 APPROPRIATING FUNDS FOR THE MAINTENANCE AND OPERATION OF THE VARIOUS DEPARTMENTS ACTIVITIES AND IMPROVEMENTS OF THE CITY APPROPRIATING FUNDS FOR THE PAYMENT OF DEBT OBLIGATIONS IN ACCORDANCE WITH APPLICABLE CONTRACTS AND LAWS PROVIDING THAT EXPENDITURES FOR SAID FISCAL YEAR SHALL BE MADE IN ACCORDANCE WITH SAID BUDGET AUTHORIZING THE CITY MANAGER TO MAKE CERTAIN TRANSFERS OF FUNDS REPEALING ALL ORDINANCES OR PARTS OF ORDINANCES IN CONFLICT HEREWITH PROVIDING A SEVERABILITY CLAUSE FINDING AND DETERMINING THAT THE MEETINGS AT WHICH THE ORDINANCE IS PASSED ARE OPEN TO THE PUBLIC AS REQUIItED BY LAW AND PROVIDING AN EFFECTIVE DATE
WHEREAS as required by Section 12 c of the City Charter the City Manager has prepared and submitted to the City Council a proposed budget of revenues and expenditures of all departments divisions and offices for the fiscal year beginning October 1 2011 and ending September 30 2012 and
the WHEREAS City Council has received the City Managers proposed budget a copy ofwhich and all supporting schedules have been filed with the City Secretary ofthe City of Bryan Texas and
WHEREAS the City Council has conducted the necessary public hearings as required by law
NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY BRYAN TEXAS THAT
1
The appropriations for the fiscal year beginning October 1 2011 and ending September 30 2012 with combined expenditures in the sum of 373726676 and combined revenues in the sum of 349035464 be set up in said accounts and set out in said budget which is made a part hereofand marked Exhibit A
2
is to the Authority hereby given City Manager to approve transfers of portions of any item of appropriation within the same department and to approve transfers from one department to another department after providing written notice of such transfers to the City Council
3
Appropriations transfers or expenditures from unappropriated funds may be made by the City Manager after approval by motion or resolution ofthe City Council
4
All ordinances or parts ofordinances in conflict with the provisions of this ordinance are hereby repealed to the extent ofsuch conflict 5
Should any section paragraph sentence clause phrase or word of this ordinance be declared unconstitutional invalid or for any reason the remainder of this ordinance shall not be affected thereby and to this end the provisions of this ordinance are declared to be severable
6
It is found and that the hereby determined meetings at which this ordinance is passed are open to the public as required by Section 551001 et seq Texas Government Code and that advance public notice of time place and purpose ofsaid meetings was given
7
This Ordinance shall go into effect immediately after its second and final reading
PRESENTED AND GIVEN first reading on the 5 day of August 2011 at a meeting of the City Council ofthe City of Bryan Texas and given second reading passed and approved on the day of September 2011 by a vote of ayes and e nays at a regular meeting of the City Council of the City ofBryan Texas
ATTEST CITY F BRYAN
v1 1 ary Lynne S tta City Secretary Jaso P Bienski Mayor
APPROVED AS TO FORM
L Ja is K Hampton City Attorney EXHIBIT A CITY OF BRYAN TEXAS Fiscal Year 2012 Budget SUMMARY OF REVENUE EXPENDITURES
FY2012 FY2012 Revenues Expenditures
General 40864328 50633125 Water 11910300 13454649 Wastewater 12753900 16033194 Solid Waste 7823841 8209154 BTU City 148625898 147994463 BTU Rural 30424047 29734082 Bryan Commerce Development 0 0 Airport 484835 483505 Warehouse Fund 122500 119697 SelfInsurance Fund 1847684 2648609 Employee Benefits Fund 8 082170 8061959 Community Development 2352977 2352977 HotelMotel Tax 349 200 381100 Grant Fund 241371 241 371 Oil and Gas 76500 0 Special Projects 1 200 0 Court Technology 49100 54 920 Street Improvement Fund 5311000 8882984 Drainage Improvement 875000 1416925 TIRZ 8Park Hudson 1209629 625066 TIRZ 10Traditions 1242858 1415171 TIRZ 19Nash Street 144126 160 851 TIRZ 21Downtown Bryan 74 943 0 TIRZ 22Lauth Devel 326109 298418 Debt Service 7631348 7628469 General Government CIP 3440807 7519125 Water CIP 4033756 4480000 Wastewater CIP 4105 536 20150 000 BTU City CIP 54630501 35608035 BTU Rural CIP 0 5138 827 Total for All Funds 349035464 373726676
FY2012 General Fund total appropriations of 54148828 are reduced 3515703 for the administrative cost reimbursements from other funds for a total expenditure budget of 50633125 TransfersROW Payments of 10707049 are presented as Other UsesSources to be comparative to the presentation in the Comprehensive Annual Financial Report This results in Total ExpendituresOther UsesSources of 39926076 for General Fund in FY2012 The FY2012 General Fund Net IncreaseDecrease is projected to be 938252 ORDINANCE NO
AN ORDINANCE FIXING THE TAX LEVY OF THE CITY OF BRYAN TEXAS FOR THE TAXABLE YEAR 2011 AT 06364 PER 100 OF ASSESSED VALUATION AND PROVIDING AN EFFECTIVE DATE
BE IT ORDAINED BY THE CITY OF BRYAN TEXAS
1
That there be assessed levied and collected on all taxable property in the City of Bryan for the taxable year 2011 the following to wit
0440579 on a 10000 valuation of all taxable property in the City for General Fund maintenance and operating purposes and
0195821 on a 10000 valuation of all taxable property in the City for the payment of principal and interest on General Obligation Debt for the City
Total Levy for 2011 is 06364 for 10000valuation of all taxable property in the City ofBryan
2
There is also levied an Tax Occupation on every person firm or corporation pursuing any of the occupations named in the Charter ordinances and the General Laws of Texas which will be paid in advance said occupation license to be onehalf of the State License for similar occupations
3
That this Ordinance shall go into effect immediately after its second and final reading
PRESENTED AND GIVEN first reading on the 14 day of September 2011 at a special meeting ofthe Council of City the City ofBryan Texas and given second reading passed and approved on the 27 day of September 2011 by a vote of ayes and Q noes at a regular meeting ofthe City Council ofthe City ofBryan Texas
ATTEST CITY BRYA
t
Mary Lynne iatta City Secretary Jason Bien iMayor
APPROVED AS TO FORM
y s K Hampton City Attorney COMMUNITY PROFILE
HISTORY
Like many Texas communities in the mid- and late-19th paper, the Bryan-College Station Eagle, succeeded century, the City of Bryan began as a small-town stop both weeklies. along the state's expanding railway system. But almost from the beginning, Bryan was different; it quickly The Carnegie Library was founded in 1902 with a distinguished itself from the many other railway stops $10,000 gift from nationally recognized philanthropist across the state by flourishing into a vibrant--and Andrew Carnegie. The Carnegie served the permanent--center of business and trade. community until 1969 when the city opened the Bryan Public Library. Today, the renovated library houses In the nearly 140 years since Bryan's founding, many the Carnegie Center of Brazos Valley History. Bryan's Texas railroad stops became nothing more than ghost is the oldest existing Carnegie Library in Texas. towns. But the optimistic spirit and determination that built Bryan in its early years continues to define Bryan today. It The Community Thrives and Diversifies is a community that successfully couples dynamic growth with historic importance. The turn of the century saw a host of new additions and developments in Bryan. A sewer system was built and street lights installed to serve the business Although Bryan residents voted in 1867 to incorporate, the district, free city mail delivery was established, and town was not formally incorporated until an act of the the Bryan-College Station Interurban trolley began Texas Legislature in 1872. Non-official organizations operation. By 1915, Main and Bryan streets had been arose in the early 1870s to promote agriculture, trade and paved, accommodating the increasing number of cultural opportunities. Among them were: the Central automobiles. Texas Agricultural and Mechanical Association, chartered for the purpose of holding at least one county fair each As the century wore on, Bryan's residential areas year; the Bryan Real Estate, Building, and Joint Stock began benefiting from the developments previously Association of Bryan; the Bryan Bridge Company, reserved for the business district. In 1913, a modern established to encourage trade by getting a bridge built sewage disposal plant was built for the western part of across the Navasota River on a road to Madisonville; and the city. From 1919 to 1925, streetlights were installed the Library Association. in residential areas.
The following year, citizens voted to establish a public The city's North Side historically has been home to school system and to levy property tax for its support. The Bryan's African-American community. Newly freed first tax-supported school opened in 1880 under the name African Americans settled in an area around Orleans of "Bryan Grade School," and its first graduates completed and Preston streets known as "Freedmanstown," the 10th Grade School four years later. Private schools African-American business and professional offices joining the educational system included Allen Academy in traditionally operated at the northern end of Main and 1899 and Villa Maria Ursuline Academy for girls in 1901. Bryan streets. Today, the Martin Luther King Jr.
corridor serves as a primary artery to Bryan's largest In the late 1800s, a large number of German, Czech and African-American neighborhood, with a mix of Italian immigrants settled in the Brazos River Valley. Their commercial, religious and residential structures along children and grandchildren left area cotton farms and its entire length. moved to Bryan, many entering the business world.
Attracted by the community's prosperity, a merchant class Individuals of Hispanic descent have had land developed. Many businessmen were involved in the holdings in Brazos County since before its inception. export of cotton, grain, oil, livestock, wool and hides. Increased migration from Mexico occurred during the
1910s and 1920s, then again in recent decades. Guy M. Bryan Jr. had established a money-lending office Today, Bryan takes pride in the rich diversity of its in 1875. By 1890, another major financial institution--the residents. In fact, the demographics of Bryan directly First National Bank of Bryan--had been established, as reflect those of the entire state of Texas. had utilities in the form of Bryan Compress Company and
Bryan Water, Inc. and Electric Light Co., Inc. Bryan's first Time Marches On telephones were installed in 1918.
Throughout the early 1900s, Bryan continued to Bryan also benefited from the Agriculture and Mechanical flourish, partly due to its rich agricultural farmlands, College (Texas A&M), which opened its doors in 1876. the railroad and the area's abundance of cotton, cattle The college was located four miles outside of Bryan on and oil. Bryan survived the hard times of the Great land given to the state by Harvey Mitchell. Depression and continued to grow through the post-
war years. In the late 1960s, local business interests Along with physical city development came increased established the Brazos County Industrial Park, intellectual pursuits. Bryan's first newspaper, Brazos Pilot, creating an enhanced atmosphere for industrial began weekly publication in 1876. It was joined by the development. The Bryan Business Park followed, Bryan Weekly Eagle in 1889. In 1910, Bryan's first daily fueling the area's growth.
In terms of recreation, Bryan added a number of city parks Beginning in 2007, the City of Bryan launched the to its landscape, beginning with Oak Grove Park in 1913. Texas Reds Festival as a mechanism for bringing In 1922, Bryan High School won the state championship in tourism, music, arts and food to the community. Since the first UIL football game ever played. Seven years later, its inception, Texas Reds has grown in popularity and a football field was bought for Stephen F. Austin High attendance culminating in a record 25,000 people in School. In 1939, Bryan developed its 18-hole Municipal 2009. Golf Course. From its contemporary Tejas Center to its revived The Bryan Air Base was activated in 1942, deactivated in historic downtown, today's Bryan is defined by 1945, then reactivated in 1951. In the 1940s, the base renewed growth, development and renovation. served as a temporary campus for Texas A&M College Source: Brazos County History: Rich Past-Bright Future; A freshmen. A hospital established on the base boasted an Guide to Historic Brazos County; A Practical Guide to Bryan- obstetrics ward. The air base was phased out in 1959, and College Station in 1962, the property became home to the Texas A&M Education Research Annex.
Texas A&M University Health Science Center- Bryan In 1958, Townshire became Bryan's first major shopping Campus: center. Its first enclosed shopping center, Manor East
Mall, opened in 1972. The creation of shopping centers Texas A&M University has been one of the greatest away from downtown, however, created a strain on the assets to the entire Brazos Valley as a world-class Central Business District. Downtown Bryan began a slow learning institution. The University not only ranks decline. among the top ten research institutions in the nation,
but also maintains one of the largest student bodies In the late 1980s, a movement toward downtown with enrollment reaching 45,000. The Bryan campus, revitalization began, bringing businesses and interest back located on 200 acres along State Highway 47 to Downtown Bryan. In 1992, Bryan became a Texas Main (adjacent to Traditions Club Golf Course), will allow Street City, receiving design and technical assistance from the HSC to eventually consolidate onto a single the Texas Historical Commission. campus its academic programs and administration
currently located throughout Bryan and College But Bryan's downtown business district isn't the city's only Station. area that can boast of its heritage. An East Side Historic
District was created in the 1980s, and close to 50 Bryan The first two campus buildings are the $68 million homes and other structures are listed on the National Health Professions Education Building (HPEB), Register of Historical Places. funded through the Available University Fund (AUF),
and the $60 million Medical Research and Education Today, businesses are opening, expanding and relocating Building (MREB), funded with $45 million in tuition in Downtown Bryan, breathing new life into the area. This revenue bonds approved by the 2006 Texas push toward downtown revitalization is now enabling Legislature and $15 million from the AUF. The AUF is people to experience the shops, restaurants, hotels and provided through the A&M System. The HPEB businesses that are working together to restore Downtown already is open, with the MREB scheduled for Bryan to the thriving hub of its glory days. occupancy in spring 2011.
Bryan Today At approximately 132,500 total square feet, the four-
story Health Professions Education Building has four Bryan has greeted the 21st century with a vital and robust lecture rooms, two dividable seminar rooms and 16 economy, quality schools, state-of-the-art healthcare, safe small group rooms with videoconference capabilities neighborhoods and a history that is reflected in the on the ground floor. The main entry level features an buildings and pride of its residents. The original square- outdoor courtyard area, open meeting and dining mile townsite now encompasses more than 43.4 square space, student services, an information technology miles. And Bryan's original population of a few hundred help center, a teaching and learning resource center, has grown to more than 67,000 residents. and a library. The second level is a Simulation Center
comprised of 15 clinical exam rooms, eight multi- The City has successfully attracted numerous technology functional simulation rooms, two fundamental skills and internet-based firms into the community. These rooms, conference rooms and multiple clinical testing companies provide technological and support services areas. The top floor provides offices for the HSC- throughout the state including advertising, networking, College of Medicine and HSC-College of Nursing as graphic design, interactive media, and communications. well as an outdoor courtyard.
Bryan has continued to revitalize the downtown business At approximately 131,000 total square feet, the four- district through a series of Capital Improvement Projects story Medical Research and Education Building will (CIP) aimed at addressing the city’s long-term needs in have ground floor space for seminar rooms, a the form of street and drainage improvements, new parks scientific display area, imaging lab, and offices for the and other public utilities and facilities. HSC-College of Medicine associate dean of research
and graduate studies and chair of the Department of Neuroscience and Experimental Therapeutics. The second, third and fourth floors will house faculty offices, Distance to: laboratories and support spaces for the college’s Department of Neuroscience and Experimental Dallas-Fort Worth - 104 miles Therapeutics and Department of Microbial and Molecular Pathogenesis.
And further development of the Bryan campus is moving full speed ahead. Source: Texas A&M University
Blinn College:
In addition to the four-year programs offered at Texas A&M University, Blinn College offers two-year associates degree programs and vocational training programs at its Bryan campus. With more than 13,000 students in Bryan, San Antonio - 166 miles Houston - 92 miles Blinn is one of the largest junior/community colleges in Texas. Blinn consistently has the highest transfer rate in the state, the highest percentage of students who go on to earn bachelor’s degrees, and transfers more students to Texas Metropolitan Statistical Areas (MSA) Texas A&M University than any other community college. Source: The Research Valley Partnership Employment: City Government Structure Dallas—Fort Worth—Arlington The City of Bryan Charter stipulates that the Population- 6,300,006 council/manager form of government be utilized. The The DFW Metroplex is anchored by the cities of seven-member city council consists of a mayor and six Dallas and Fort Worth which contain the highest council members; the mayor and one councilmember are concentrations of corporate headquarters in the U.S. elected at-large with the other five are elected from single- The Metroplex also contains the largest Information member districts. The mayor and council members are Technology industry base in the state (often referred elected for alternating three-year terms with six-year term to as Silicon Prairie). Accordingly, there are a large limits. The role of the City Council is to enact ordinances number of corporate IT projects and numerous and resolutions, adopt regulations, and set policy direction electronics, computing and telecommunication firms for the conduct of the affairs of the city. such as Texas Instruments, HP Enterprise Services, Perot Systems, i2, AT&T, and Verizon. The City Council, by majority vote, appoints the City Manager, City Secretary, City Attorney, City Internal Houston—Sugar Land—Baytown Auditor and Municipal Court Judge. The City Manager is Population- 5,728,143 responsible and accountable for the routine administration The region’s economic activity is centered in Houston, and direction of the municipal organization. the county seat of Harris County. The banking industry is ever-present throughout this MSA, which The City offers a full array of municipal services, including contains numerous nationwide banking companies. Police, Fire, EMS, Traffic and Transportation, Building and The Galveston Bay and Buffalo Bayou combined, Development, Municipal Court, Library Services, and form one of the most substantial shipping hubs in the Parks and Recreation. Support services are provided world. The area is also one of the leading centers of internally to City departments by Fiscal Services, Human the energy industry, such as petroleum processing, Resources, Purchasing, Fleet, Legal, Facilities and and many companies established large operations in Information Technology. Besides tax supported services, this region. The metropolitan area also comprises the the City also provides utilities (electric, water, wastewater, largest petrochemical manufacturing area in the world and solid waste), Risk Management, Community that produce synthetic rubber, insecticides, and Development and a municipal airport. fertilizers. The area is also the world's leading center for building oilfield equipment. The region is also a major center of biomedical research, aeronautics, and The City of Bryan has something for everyone. It really is: high-technology. “The Good Life, Texas Style.” ™ San Antonio—New Braunfels LOCATION Population-2,031,445 The San Antonio–New Braunfels metropolitan area is Bryan-College Station is located in Brazos County in east home to six Fortune 1000 companies, among them: central Texas, just north of Houston, in an area referred to Valero Energy Corp, Tesoro Petroleum Corp, Clear as the Brazos Valley. It is found in the center of what is Channel Communications, USAA, and NuStar Energy sometimes referred to as the Texas Triangle, a triangle are located in San Antonio. H-E-B Food Stores retains formed by the metropolitan areas of Dallas-Fort Worth, its corporate headquarters in San Antonio and Austin, Houston and San Antonio. employees over 14,000 people. In addition, the Methodist Healthcare System and the University of Texas Health Science Center combined employee almost 13,000 people. Rush Enterprises is located in New Braunfels.
Austin—Round Rock Population- 1,652,602 Greater Austin has a diverse economy heavily anchored by government activities, state regulatory agencies, and public education. High-tech firms, related to semiconductors and software, provide an additional economic cluster. The majority of the area's largest employers are all within the City of Austin: Advanced Micro Devices, Austin Independent School District, the City of Austin, Freescale Semiconductor, IBM, Seton Healthcare Network, the Texas Government, the United States Government, and the University of Texas at Austin.
Bryan—College Station Population-212,268 Bryan—College Station is located in east central Texas, in close proximity to three of the 10 largest cities in the United States. It is 95 miles (153 km) north of Houston, 166 miles (267 km) northeast of San Antonio and 169 miles (272 km) south of Dallas. It is 104 miles (167 km) east of Austin, the state capital. In 2006, Bryan— College Station was named one of the best cites for relocating families by Worldwide ERC & Primacy Relocation. The largest employers in the region are Texas A&M University, Bryan Independent School District, St. Josephs Regional Health Center, Sanderson Farms, City of Bryan, and Alenco. In 2009, an economic development agreement was reached between The Research Valley Partnership, Inc. (RVP) and G-Con, LLC (G-Con) to develop and operate a state-of-the-art biopharmaceutical manufacturing facility, in Bryan, utilizing novel technologies for vaccine production. Under the terms of the agreement, G-Con's facility is defined as one or more buildings having a minimum initial size of 100,000 sq. ft. to support its research, development and commercialization of technologies, as well as the production of vaccines. Initial projections forecast that the facility could create as many as 3,000 direct jobs. Source: U.S. Census Bureau—2008 Census Estimates; Bureau of Economic Analysis; Texas State Historical Association—the Handbook of Texas Online; San Antonio Economic Development Foundation
City of Bryan Statistical Information
Table 1.1 City of Bryan Fast Facts
Date of Incorporation 1872 Form of Government Council-Manager Corporate Limits (sq. miles) 43.4 Lane Miles of Streets (paved) 738 Fiscal Year October 1—September 30 Parks 42 Athletic Complexes 2 Recreation/Community Center 1 Aquatic Center 1 Neighborhood Pools 3 Open Air Performance Facility 1 Cemeteries 3 Public Library Locations 2 Genealogy/History Center 1 Fire Stations 5 Sworn Personnel 114 Police Station(s) 1 Sworn Personnel 137 Source: City of Bryan
Table 1.2 Sales Tax Rate
Brazos County 0.50% City of Bryan 1.50% State 6.25% Source: Texas Comptroller of Public Accounts
Table 1.3 2010 Adopted Property Tax Rate Brazos County $0.4856 City of Bryan $0.6364 Bryan I.S.D. $1.29 Source: Brazos County Appraisal District
Table 1.4 Employment—Bryan 2007 35,241 2008 35,802 2009 37,275 2010 38,119 Source: Texas Workforce Commission
Table 1.5 Unemployment Rate—Bryan 2007 3.5% 2008 3.8% 2009 5.5% 2010 6.2% Source: Texas Workforce Commission
City of Bryan Statistical Information
Table 1.6 Texas Metro Areas Employment Statistics—2010 Metro Area Employment Unemployment Rate Abilene 77,907 6.5% Amarillo 124,431 5.7% Austin-Round Rock-San Marcos 843,413 7.1% Beaumont-Port Arthur 167,560 10.6% Brownsville-Harlingen 140,350 11.2% Bryan-College Station 107,611 6.3% Corpus Christi 195,354 8.0% Dallas-Fort Worth-Arlington 2,945,951 8.3% El Paso 287,846 9.5% Houston-Sugar Land-Baytown 2,650,608 8.5% Killeen-Temple-Fort Hood 155,000 7.6% Laredo 87,421 8.6% Longview 103,245 7.4% Lubbock 137,410 6.2% McAllen-Edinburg-Mission 269,653 11.8% Midland 72,990 5.3% Odessa 67,020 7.8% San Angelo 51,325 6.4% San Antonio-New Braunfels 916,219 7.3% Sherman-Denison 52,593 8.4% Texarkana 60,211 7.5% Tyler 93,429 7.9% Victoria 54,480 7.8% Waco 107,199 7.4% Wichita Falls 67,339 7.7% Source: Texas Workforce Commission
Source: U.S. Census Bureau City of Bryan Statistical Information
Table 1.7 Largest Community Employers Company Sector #Employees Texas A&M University Education 16,000+ Bryan Independent School District Education 2,070 St. Joseph Regional Hospital Health Care 2,197 Sanderson Farms Food Processing 1,574 College Station Independent School District Education 1,530 Reynolds & Reynolds Computer Hardware/Software 1,059 City of Bryan Government 789 City of College Station Government 1,027 Brazos County Government 900 Wal-Mart Retail 650 New Alenco Windows Windows 611 HEB Grocery Retail 590 West Corporation Telecommunications 550 Scott & White Clinic Health Care 500 College Station Medical Center Health Care 420 Kent Moore Cabinets Cabinets 460 Blinn College Campus Education 360 Source: Research Valley Partnership
Table 1.8 Home Sales Bryan-College Station Average Price $171,400 Median Price $152,000 Average Sales (per month) 168 Average month(s) on Inventory 8.7 Source: Texas A&M Real Estate Center
Table 1.9 Single Family Building Permits—Bryan/College Station Year Units Average Value ($) 2007 863 151,400 2008 792 161,100 2009 707 148,100 2010 760 129,000 Source: Texas A&M Real Estate Center
FY12 Decision Package Requests ‐ Complete List
Fund‐Div Department Description FY12 Cost FY13 Cost
001‐0111 Comm & Mkt Increase line item 50‐21; Council request 12,000 ‐ 001‐0201 City Secretary Special November 2011 election 50,140 001‐0304 Muni Crt‐Bldg Sec Xray Machine and magnetometer 34,500 4,700 001‐0501 Non Departmental Property Enhancement Grant Proram 200,000 200,000 001‐0631 IT Network Replacement 105,000 6,000 001‐0631 IT One Solution 160,000 ‐ 001‐0631 IT SAN storage 96,000 9,500 001‐0631 IT Vehicle Replacement (unit 12‐2) 24,053 ‐ 001‐0631 IT Public Safety Computer Replacements 72,000 ‐ 001‐0631 IT Citywide Computer Replacements 127,000 ‐ 001‐0811 Engineering Project Dox 140,215 55,343 001‐0821 Streets/Drainage Asphalt Planer 13,900 ‐ 001‐0841 Traffic B/CS Mobility Initiative 38,000 55,000 001‐0841 Traffic School Flashers 80,000 80,000 001‐0841 Traffic Opticom GPS System for FS #1 90,000 ‐ 001‐0871 Fleet Field Service Unit (replace unit 11‐32) 79,500 ‐ 001‐0901 Police Police vehicles (9)(Fleet needs unit #'s) 411,957 001‐0901 Police Investigators vehicle (Fleet needs unit #) 17,331 ‐ 001‐0901 Police Police motorcycle (Fleet needs unit #) 26,666 ‐ 001‐0901 Police Hep B Vaccinations 6,630 ‐ 001‐1001 Fire Replace vehicle 7‐3 37,000 ‐ 001‐1001 Fire Replace vehicle 7‐7 27,500 001‐1001 Fire Increase line item; Certification pay tests ‐ ‐ 001‐1001 Fire Increase line item 45‐03; employee physicals 9,680 9,680 001‐3201 Dev Serv SUV; Replace unit 16‐10 24,453 ‐ 001‐3201 Dev Serv Pick up; Replace unit 16‐5 19,000 ‐ 202‐0901 Grant Fund‐Police Protective Vest and Vest Carriers 30,325 ‐ 205‐1301 Warehouse Computers 3,600 ‐ 205‐1301 Warehouse Fork lift; replace unit 19‐01 27,000 ‐ 230‐1350 Court Tech Payment Kiosk 30,920 3,520 230‐1650 Court Tech License Plate Reader 24,000 1,600 510‐4401 Water Admin Traffic Controller; Replace unit 23‐45 not 23‐46 3,800 ‐ 510‐4420 Water Distribution Boring Machine 3,500 ‐ 510‐4420 Water Distribution Utility Locator 5,000 ‐ 510‐4420 Water Distribution Tapping Machines (2) 10,000 ‐ 510‐4420 Water Distribution Computers 1,200 ‐ 515‐4520 WW Treatment Computers 2,400 ‐ 515‐4520 WW Treatment Gator (NEW?) 9,100 520‐4601 Airport Airport beacon 15,000 520‐4601 Airport Vehicle (NEW) 19,000 ‐ 520‐4601 Airport Vehicle (NEW) 14,000 ‐ 520‐4601 Airport Airport Tug 37,000 ‐ 520‐4601 Airport Mower 9,100 ‐ 520‐4601 Airport Smart Board, computer 6,300 ‐ 520‐4601 Airport Computer 1,500 ‐ 520‐4601 Airport Conference table and chairs 4,800 ‐ 520‐4601 Airport Ground Support Equipment 6,200 ‐ 525‐4701 SW Grapple truck; replace unit 29‐33 or 29‐34 127,067 ‐ 525‐4701 SW Grapple truck; replace unit 29‐35 or 29‐36 127,067 ‐ 525‐4701 SW Front loader; replace unit 14‐50 223,322 ‐ 525‐4701 SW Front loader; replace unit 14‐51 223,322 ‐ 525‐4701 SW Side loader; replace unit 14‐45 170,596 525‐4701 SW Truck; replace unit 14‐63 24,264 ‐ 525‐4701 SW Truck; replace unit 29‐37 24,264 ‐ Grand Total 3,086,172 425,343 FY12 Approved General Fund Decision Package Requests
Fund‐Div Department Description FY12 Cost FY13 Cost
001‐0201 City Secretary Special November 2011 election 50,140 001‐0901 Police Hep B Vaccinations 6,630 ‐ 001‐1001 Fire Increase line item; Certification pay tests 5,500 5,500 001‐1001 Fire Increase line item 45‐03; employee physicals 9,680 9,680 Grand Total (non capital) 71,950 15,180 FY12 Decision Package Requests ‐ Non General Fund
Fund‐Div Department Description FY12 Cost FY13 Cost
202‐0901 Grant Fund‐Police Protective Vest and Vest Carriers 30,325 ‐ 205‐1301 Warehouse Computers 3,600 ‐ 205‐1301 Warehouse Fork lift; replace unit 19‐01 27,000 ‐ 230‐1350 Court Tech Payment Kiosk 30,920 3,520 230‐1650 Court Tech License Plate Reader 24,000 1,600 510‐4401 Water Admin Traffic Controller; Replace unit 23‐45 not 23‐46 3,800 ‐ 510‐4420 Water Distribution Boring Machine 3,500 ‐ 510‐4420 Water Distribution Utility Locator 5,000 ‐ 510‐4420 Water Distribution Tapping Machines (2) 10,000 ‐ 510‐4420 Water Distribution Computers 1,200 ‐ 515‐4520 WW Treatment Computers 2,400 ‐ 515‐4520 WW Treatment Gator (NEW?) 9,100 520‐4601 Airport Airport beacon 15,000 520‐4601 Airport Vehicle (NEW) 19,000 ‐ 520‐4601 Airport Vehicle (NEW) 14,000 ‐ 520‐4601 Airport Airport Tug 37,000 ‐ 520‐4601 Airport Mower 9,100 ‐ 520‐4601 Airport Smart Board, computer 6,300 ‐ 520‐4601 Airport Computer 1,500 ‐ 520‐4601 Airport Conference table and chairs 4,800 ‐ 520‐4601 Airport Ground Support Equipment 6,200 ‐ 525‐4701 SW Grapple truck; replace unit 29‐33 or 29‐34 127,067 ‐ 525‐4701 SW Grapple truck; replace unit 29‐35 or 29‐36 127,067 ‐ 525‐4701 SW Front loader; replace unit 14‐50 223,322 ‐ 525‐4701 SW Front loader; replace unit 14‐51 223,322 ‐ 525‐4701 SW Side loader; replace unit 14‐45 170,596 525‐4701 SW Truck; replace unit 14‐63 24,264 ‐ 525‐4701 SW Truck; replace unit 29‐37 24,264 ‐ Grand Total 1,183,647 5,120 APPENDIX GLOSSARY & ACRONYMS
The Annual Budget contains specialized and/or technical terminology, along with acronyms, that are unique to public finance and budgeting. To assist the reader in understanding the Annual Budget document, a glossary of terms is provided.
A.D.A. Americans with Disabilities Act Account Classification A basis for distinguishing types of expenditures. The five major classifications used by the City of Bryan are personal services (10's), supplies/materials (20's), and maintenance (30’s), outside services (40's), other (50's), and capital outlay (60's). Accretion In portfolio accounting, a straight line accumulation of capital gains on a discount bond in anticipation of receipt of par at maturity. Accrual Basis The basis of accounting under which transactions are recognized when they occur, regardless of the timing of estimated cash flows. Ad Valorem Tax Also referred to as property tax, this is the charge levied on all real personal, and mixed property according to the property’s assessed valuation and the tax rate, in compliance with the State Property Tax Code. AED Automatic External Defibrillator ALS Advanced Life Support Amortization The repayment of a loan by installment. Annual Budget The total budget as approved by the City Council, as revised. Appropriation Ordinance An official document adopted by the City Council establishing legal authority to obligate and expend resources. Appropriation A legal authorization made by the City Council which permits City officials to incur obligations against and to make expenditures of governmental resources. AS/400 Network Computer System ASE Automotive Service Excellence Assessed Property Valuation A value established by the Brazos County Appraisal District which approximates market value of real or personal property. By state law, one hundred percent (100%) of the property value is used for determining the basis for levying property taxes. ATMS Advanced Traffic Management System Balanced Budget A budget adopted by the legislative body and authorized by ordinance where the proposed expenditures are equal or less than the proposed revenues plus resources on hand at the beginning of the fiscal year. BBC Bryan Business Council BBCEDF Bryan-Brazos County Economic Development Foundation BCAD Brazos County Appraisal District BCD Bryan Commerce and Development, Incorporated BCSMI Bryan-College Station Mobility Initiative BFD Bryan Fire Department BISD Bryan Independent School District BLS Basic Life Support Bond Proceeds The proceeds from the sale of bonds, notes, and other obligations issued by the City, and reserves and funds maintained by the City for debt service. Bond A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayments of the principal are detailed in a bond ordinance. The most common type of bonds are general obligation (G.O.) and revenue bonds. These are most APPENDIX GLOSSARY & ACRONYMS
frequently used for construction for large capital projects, such as buildings, streets, and water and sewer lines. Book Value The original acquisition cost of an investment plus or minus the accrued amortization or accretion. BRAC Bryan Regional Athletic Complex BTOP Broadband Technology Opportunities Program BTU Bryan Texas Utilities Budget Contingency Plan Details various courses of action that may be undertaken when varying levels of revenue shortfalls are anticipated. Budget Document The compilation of the spending plans for the various funds, along with supporting schedules, tables and charts which, in total, comprises the annual revenue and expenditure plan. Budget Highlights Significant changes in expenditures or programs within a fund, department or division. Budget Message The opening section of the budget provides the City Council and the public with a general summary of the most important aspects of the budget. The message explains principal budget issues against the background of financial experience in recent years, and represents the assumptions and policies upon which the City’s budget is based. Also known as the “Transmittal Letter”. Budget Summary Provides a listing of revenues, expenditures, and available resources for all funds. Budget A financial plan for a specified period of time (fiscal year) that matches planned revenues with appropriations. The “preliminary” budget designates the financial plan initially developed by departments and presented by the City Manager to the Council for approval. The “adopted budget” is the plan as modified and finally approved by that body. The “approved” budget is authorized by ordinance and thus specifies the legal spending limits for the fiscal year. The budget process in every Texas city must comply with the requirements of the Texas Local Government Code. See description of Budget Compliance in the Financial Polices section of this document. Budgetary Control The control or management of a governmental or enterprise fund in accordance with approved budget to keep expenditures within the limitations of available appropriations and revenues. BVCOG Brazos Valley Council of Governments BVSWMA Brazos Valley Solid Waste Management Agency BVWACS Brazos Valley Wide Area Communication System CAD Computer Aided Dispatch CAFR Comprehensive Annual Financial Report CALEA Commission on Accreditation for Law Enforcement Agencies CAPER Consolidated Annual Performance and Evaluation Report Capital Outlay Expenditures for equipment, vehicles, or machinery, and other improvements that result in the acquisition of assets with an estimated useful life of more than one year, a unit cost of $5,000 or more, and capable of being identified as an individual unit of property. CD Certificate of Deposit CDAC Community Development Advisory Committee CDBG Community Development Block Grant Certificates of Obligation (C.O.) Legal debt instruments that finance a variety of public projects such as streets, building, and improvements. These instruments are backed by the full faith and credit of APPENDIX GLOSSARY & ACRONYMS
the issuing government and are financed through property tax revenues. Certified Property Values To be in compliance with the Property Tax Code, the chief appraiser certifies the approved appraisal roll to each taxing unit on or before July 25. CHDO Community Housing Development Organization CIP Capital Improvements Program CJC Criminal Justice Center CJD Criminal Justice Division CMOM Capacity, Management, Operations, and Maintenance CO Certificate of Obligation COPS Community Oriented Policing Services Crack Seal An intermediate street maintenance repair technique. D.A.R.E. Drug Abuse Resistance Education DASH Decent Affordable Safe Housing DBEDA Downtown Bryan Economic Development Association Debt Service Fund A fund used to account for the monies set aside for the payment of interest and principal to holders of the City’s general obligation and revenue bonds, the sale of which finances long-term capital improvements, such as facilities, streets and drainage, parks and water/wastewater systems. Deficit An excess of liabilities over assets, of losses over profits, or of expenditure over income. Delinquent Taxes Real or personal property taxes that remain unpaid on and after February 1st of each year, and upon which penalties and interest are assessed. Department A major administrative segment responsible for management of operating Divisions that provides services within a functional area. Depreciation The decrease in value of fixed assets due to use and the passage of time. That portion of the cost of a fixed asset is charged as an expense during a particular period. The cost of the loss of usefulness of a fixed asset is the depreciation or the cost to reserve in order to replace the item at the end of its useful life. Disposition Rate Rate that court cases are finalized and closed within a 12- month period. Division A basic organizational unit that is functionally unique and provides service under the administrative direction of a Department. DMRAQA Blind Discharge Monitoring Report Quality Assurance DOT Department of Transportation DUI Driving Under Influence Economic Diversification Having more than one financial or monetary factor, industry or sector contributing to the production, development and consumption of commodities within a specific region. ED Economic Development EDA Economic Development Administration EEOC Equal Employment Opportunity Commission Effective Tax Rate The prior year’s taxes divided by the current year’s taxable values of properties that were on the tax roll in both years. Excludes taxes on properties no longer in the taxing unit and the current taxable value of new properties. EMS Emergency Medical Services EMT Emergency Medical Technician Encumbrances Commitments for the expenditure of monies. Enterprise Fund A fund established to account for operations that are financed and operated in a manner similar to private APPENDIX GLOSSARY & ACRONYMS
business. The rate schedules are established to insure that revenues are adequate to meet all necessary expenditures. The Water, Sewer, Solid Waste, Airport and BTU funds are enterprise funds in the City of Bryan. EOC Emergency Operation Center EPA Environmental Protection Agency ERCOT Electric Reliability Council of Texas Estimated Revenue A formal estimate of how much revenue will be earned from a specific revenue source for some future period; typically, a future fiscal year. Expenditure Resources spent by governmental funds in accordance with budgeted appropriations on assets or goods and services obtained. Expense Resources spent by enterprise funds in accordance with budgeted appropriations on assets or goods and services obtained. FASB Financial Accounting Standards Board FBO Fixed Base Operator FCC Federal Communications Commission FERC Federal Energy Regulatory Commission Fines & Forfeitures Monies imposed as penalty for an offense and collected as revenue by the municipal court for the city. Fiscal Year A consecutive 12-month period that signifies the beginning and ending dates for recording financial transactions. The City of Bryan’s fiscal year begins October 1 and ends September 30 of the following calendar year. This is also called the budget year. FLSA Federal Labor Standards Act FTE Full Time Employee Fund Balance The excess of current assets over current liabilities, representing the cumulative effect of revenues and other financing sources over expenditures and other financing uses. Fund An accounting device established to control receipt and disbursement of income from sources set aside to support specific activities or attain certain objectives. Each fund is treated as a distinct fiscal entity with a self-balancing set of accounts. In the budget process, a formal Annual Budget is adopted for the General Fund, General Debt Service Fund, Water Fund, Wastewater Fund, Solid Waste Fund, Airport Fund, Self Insurance Fund, Hotel/Motel Tax Fund, Oil and Gas Fund, Court Technology Fund, Community Development Fund, Transportation Fund, Drainage Fund, TIRZ #8 Fund, TIRZ #10 Fund, BTU City Fund and BTU Rural Fund. Funds Public funds in the custody of the City that the City has the authority to invest. FY Fiscal Year GAAP Generally Accepted Accounting Principles GASB 34 Pronouncement of the Government Accounting Standards Board (GASB) that establishes financial reporting standards for state and local governments in presenting information about a government’s major funds to aid in measuring the operating results of these funds in the interest of accountability to citizens and stakeholders. GASB Government Accounting Standards Board. The agency of the Financial Accounting Foundation that promulgates standards for accounting and financial reporting by governmental entities. APPENDIX GLOSSARY & ACRONYMS
GASB Governmental Accounting Standards Board General Fund The largest governmental fund within the City, the General Fund accounts for the majority of the non-enterprise financial resources of the government. General Fund revenues include property taxes, sales taxes, licenses and permits, service charges, and other type of revenue. This fund includes most of the basic operating functions such as fire and police protection, municipal court, finance, planning and inspection, public works, parks/recreation, and general administration. General Obligation (G.O.) Bonds Legal debt instruments that finance a variety of public projects such as streets, building, and improvements. These bonds are backed by the full faith and credit of the issuing government and are financed through property tax revenues. In Texas, G.O. Bonds must be authorized by public referenda. GF General Fund GFOA Government Finance Officers Association GIS Geographic Information System GO General Obligation (bond) Goal Long-term continuing target of an organization (vision of the future). Governmental Funds Funds that are maintained on a modified accrual basis with an emphasis on when cash is expended or obligated and revenues are recorded when measurable and available. GPM Gallons Per Minute HazMat Response Teams Hazardous Materials Response Team. HIPAA Health Insurance Portability & Accountability Act HOME Home Investment Partnerships Program Homestead A tax exempt qualifying declaration by a property taxpayer for his actual dwelling place or home. Horticulturist One skilled in the science of cultivating flowers and plants, as in a municipal parks system. HOSTS Helping One Child To Succeed HR Human Resources HTC House Tax Credit HTE Government Software Company HUD Housing & Urban Development HVAC Heating Vent Air Conditioning I/I Inflow & Infiltration IBNR Incurred But Not Reported ICMA International City/County Management Association IFSTA International Fire Service Training Association IGC Intergovernmental Committee Infrastructure General fixed assets consisting of certain improvements other than buildings, including roads, bridges, curbs and gutters, streets and sidewalks, drainage systems, and lighting systems. Intangible Asset A legal claim to some future benefit, typically a claim to future cash. Goodwill, intellectual property, patents, copyrights and trademarks are examples of intangible assets. Intergovernmental Revenue Grants, entitlements and cost reimbursements from another federal, state or local governmental unit. Internal Service Fund Accounts for the financing of goods or services provided by one City department to other departments of the governmental unit on a cost reimbursement basis. The Self Insurance Fund is operated as an internal service fund in the City of Bryan. APPENDIX GLOSSARY & ACRONYMS
Investment Pool An entity created under this code to invest public funds jointly on behalf of the entities that participate in the pool and whose investment objectives are (in order of priority) preservation and safety of principal, liquidity, and yield. IPP Industrial Pretreatment Program ISO Insurance Services Office IT Information Technology ITS Intelligent Transportation Systems L.E.O.S.E. Law Enforcement Officers Standard Education L/M Low/Moderate Income LAN Local Area Network LED Light-Emitting Diode Levy To impose or collect by legal authority. The City Council has the authority to levy taxes, special assessments, and service charges as stated in the City Charter. LGC Local Government Code Limited Tax Note Direct obligations of the City payable from ad valorem taxes levied against taxable property located therein, within the limits prescribed by law. Long Term Debt Debt with a maturity of more than one year after the date of issuance. M.H.M.R. Mental Health Mental Retardation Maintenance Cost of upkeep of property or equipment. Mandates or Mandated Expenses Any expenses relating to an authoritative command or instruction. Refers to the federal and state mandates governing municipalities, such as regulations establishing testing for water quality. Market Value The current face or par value of an investment multiplied by the net selling price of the security as quoted by a recognized market-pricing source quoted on the valuation date. Mg/L Milligrams per Liter MG Million Gallons MGD Million Gallons per Day MHz Megahertz Mission Statement A departmental statement that describes what the department does, why it does it, and who benefits from it. MPO Metropolitan Planning Organization MSA Metropolitan Statistical Area MSC Municipal Service Center MSC Municipal Services Center MSL Miles above Sea Level. MUTCD Manual on Uniform Traffic Control Devices NAFTA North American Free Trade Agreement NAPP Neighborhood Association Partnership Program NCIC/TCIC National Crime Information Center/Texas Crime Information Center NDS Neighborhood Development Services Neighborhood Sweep An organized neighborhood clean up event within the city utilizing city personnel and community volunteers. NET Neighborhood Enforcement Team Net Current Assets The difference between current assets and current liabilities, also known as working capital. Net Debt General Obligation Debt net of debt service fund balance and self-supporting debt. Net Taxable Value The total assessed value of all property within the city that is available for taxation minus property eligible for tax exemption. APPENDIX GLOSSARY & ACRONYMS
NLC National League of Cities NPI National Purchasing Institute Objectives Time bound and measurable result of an organization’s activity which advances the organization toward a goal. OJP Office of Justice Programs OPEB Other Post Employment Benefits Operating Budget Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of the City are controlled. The use of an annual operating budget is required by State law. Ordinance A statute or regulation especially enacted by a city government. Outside Agencies Non-profit service organizations funded partially or entirely by the General Fund. Outside Services Professional or technical expertise purchased from external sources. P + Z Planning + Zoning Payment In Lieu Of Tax Monies received for provision of city services to property owners located outside the municipal taxing district or not normally subject to municipal taxation. PCI Pavement Condition Index Performance Measures Specific quantitative and qualitative measures of work performed or results obtained within an activity or program. There are three types of measurements: (1) Volume, which describes the work done (e.g., number of checks processed), (2) efficiency, which relates to the amount of input compared to output (e.g., number of items posted per hour), and (3) effectiveness, which indicates the extent to which activities/programs are achieved (e.g., reduced response time due to a new communication system). Personnel Services Costs relating to compensating employees, including salaries, wages, insurance, payroll taxes, and retirement contributions. PHA Public Housing Authority PID Public Improvement District PILOT Payment in lieu of taxes PLC Programmable Logic Controller PM Preventative Maintenance Pooled Fund Group An internally created fund of the City in which one or more institutional accounts of the City are invested. PRIMA Public Risk Management Association Property Tax Also called ad valorem tax, this is the charge levied on all real, personal, and mixed property according to the property’s valuation and the tax rate, in compliance with the State Property Tax Code. Proprietary Fund A fund established to account for operations that are financed and operated in a manner similar to private business enterprises – where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. PTC Property Tax Code QA/QI Quality Assurance/Quality Improvement Qualified Representative A person who holds a position with a business organization, who is authorized to act on behalf of the business organization, and who is one of the following: APPENDIX GLOSSARY & ACRONYMS
1. For a business organization doing business that is regulated by or registered with a securities commission, a person who is registered under the rules of the National Association of Securities Dealers; 2. For a state or federal bank, a savings bank, or a state or federal credit union, a member of the loan committee for the bank or branch of the bank or a person authorized by corporate resolution to act on behalf of and bind the banking institution; 3. For an investment pool, the person authorized by the elected official or board with authority to administer the activities of the investment pool to sign the written instrument on behalf of the investment pool; or 4. For an investment management firm registered under the Investment Advisors Act of 1940 (15 U.S.C. section 80b-1 et seq.) or, if not subject to registration under the Act, registered with the State Securities Board, a person who is an officer or principal of the investment management firm. Reserve An account used to indicate that a portion of fund resources is restricted for a specific purpose, or is not available for appropriation and subsequent spending. Resolution A formal statement of a decision, determination or course of action placed before a city council and adopted. Revenue Bonds Legal debt instruments that finance public projects for such services as water or sewer. Revenues from the public project are pledged to pay principal and interest of the bonds. In Texas, revenue bonds may or may not be authorized by public referenda. Revenues Funds received by the government as income, including tax payments, fees for specific services, receipts from other governments, fines and forfeitures, grants and interest income. RMS Records Management System ROW Right of Way RVP Research Valley Partnership S.A.R.A. Scanning, Analysis, Response, Assessment SCADA Supervisory Control and Data Acquisition SCBA Self Contained Breathing Apparatus Seal Coat Asphalt restoration and maintenance technique used to recondition city streets and thoroughfares. Separately Invested Asset An account or fund of a state agency or local government that is not invested in a pooled group fund. Service and Work Programs Tangible “end products” provided to the public or user department/division. SMD Single Member District SMSA Standard Metropolitan Statistical Area SOP Standard Operating Procedure SPCC Spill Prevention, Control and Counter Measure Special Revenue Fund A separate fund that accounts for resources legally restricted to expenditures for specific operational purposes. The Hotel/Motel Tax Fund or the Community Development Fund would be examples of a special revenue fund. SRF State Revolving Fund SRO School Resource Officer SSO Sanitary Sewer Overflow STA Standard Testing Assurance STP State Transportation Plan APPENDIX GLOSSARY & ACRONYMS
Strategy A plan to achieve an objective. Supplies Cost of goods consumed by the City in the course of its operation. TALHFA Texas Association of Local Housing Finance Corporation TAMU Texas A&M University Tax Rate The amount of tax levied for each $100 of assessed value for real, personal, or mixed property. The rate is set by September 1 of each year by the City Council of the City of Bryan, Texas. Taxes Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. TCEQ Texas Commission on Environmental Quality TCMA Texas City Managers Association TDHCA Texas Department of Housing and Community Affairs TEE Texas Energy Efficiency TIF Tax Increment Financing TIRZ Tax Increment Reinvestment Zone TML Texas Municipal League TMRS Texas Municipal Retirement System TMUTCD Texas Manual on Uniform Traffic Control Devices Total Tax Rate Property tax rate including both of the portions used for operations and that for debt service. TPWA Texas Public Works Association Transmittal Letter A general discussion of the proposed budget presented in writing by the City Manager to the Mayor and City Council. The transmittal letter highlights the major budget items including any changes made in the current budget year, issues affecting the decisions and priorities of the current year, and actions incorporated into the adopted budget. Trend Analysis Graphs which analyze historical data, projected information, or comparisons from one year to the next. A brief narrative or summary data is included with the graphs. TWC Texas Water Commission TWCC Texas Workers’ Compensation Commission TWDB Texas Water Development Board TWLE Texas Women in Law Enforcement TxDOT Texas Department of Transportation UCR Uniform Crime Report UPD University Police Department UPS Uninterrupted Power Supply User Fee (User Charge) The payment of a fee for direct receipt of a public service by the part benefiting from the service. VFD Variable Frequency Drive VOIP Voice Over Internet Protocol VTCA Vernon’s Texas Civil Statutes Annotations W/S Water/Sewer W/W Waste Water Working Capital Budgeted working capital is calculated as a fund’s current assets less current liabilities and outstanding encumbrances. The term is used to indicate unencumbered fund balances in Enterprise Funds. WWT Wastewater Treatment WWTP Wastewater Treatment Plant Y+R Yellow and Red YDI Youth Development Initiative YNAPP Youth Neighborhood Association Partnership Program